Culture (clash) and Strategy Execution

There is always more than one way to solve a problem. You could debate that a problem could be defined in different ways.

Depending on how many people get involved, infinite choices could be generated for problem definition and solutions, creating churn and frustration. Facilitation is key to narrowing choices and options.

At an individual level, cycle time and specific choices are driven by personal preference which in turn are driven by values, personality and risk taking ability. (This is grossly simplified of course, individual thought processes can be complex)

When individuals work together in groups, a culture develops around their interactions. If there are significant differences in individual's preferences, a culture clash is created. Converge and agree on group decision making processes to prevent culture clashes from becoming personality clashes.

If there is very little difference in individual's preferences, inbreeding and complacency sets in. Introduce diversity to generate divergence needed to address complex problems.

Finding the 'sweet spot' where the culture fosters innovation, creativity and dynamism without degenerating into dysfunction is a key step in executing strategy.

Experience and Strategy Execution risks

When executing strategy, honestly assess the organization on the following:

• Has relevant experience, been there, done that.

• No direct experience, but has experience that can be ported to current situation.

• Has no relevant experience at all.

The risks of executing strategy are inversely related to relevant experience. More the relevant experience, lower the risk and vice versa.

Since an organization is made up of individuals, assess each individual on the above.

Actions and plans will directly reflect the assessment so beware of over-confidence and misplaced optimism.

Where is your focus?

In the past?
In the future?
Or on Right Here, Right Now?

There is a time and place for each. Your portfolio of activities establishes how you manage your time. Not what you say or what you want it to be, but what you DO. Where do you spend most of your time?

Spend time on the past only to learn how to get better or do things differently. Post project reviews are an example (Least time to be spent here).

Spend time on the future only to plan and to anticipate and to prepare contingencies. (Some time to be spent here)

Most of your time should be spent enjoying the moment and just executing your strategy.

Now check your portfolio of 'thoughts'. Where are your thoughts? If they are not Right Here, Right Now all the time, then you need a re-calibration of your thoughts.

Do you see the vision?

For some proposals we make, the destination is clear and we can articulate what we want to say. If we do this well, we are called 'visionaries'.

For other proposals, the destination is unclear, but we have a strong hunch and continue to pursue our dream while struggling to articulate. In such cases, we might be called 'crazy', till such time we can articulate a compelling vision.

If the audience does not agree with the vision or feels our pursuit of it is destructive, we are on a 'crusade'. We all know what happens during crusades. (Hint: people die)

If the audience understands and agree with our vision, then we have true alignment and the wind in our sails.

How can we be self-aware of which of the above is true when we make a proposal?

Now put yourself in the place of the person receiving the proposal and rephrase the above.