The Revolution of Strategy Work
The prerequisites for the revolution in strategy work is the own personal ability and willingness to change. (Image: JoeZ/shutterstock.com)
“The greatest danger in times of turbulence is not the turbulence. It is to act with yesterdays logic.“ (Peter Drucker)
What the founder of management and mastermind Peter Drucker once formulated very accurately still characterizes the procedures and patterns of thinking in many organizations today: The danger of remaining in known patterns, even though circumstances changed fundamentally already and require completely new ways of thinking, new methods and a new way of acting.
"More of the same" no longer works.
In many areas, the digital transformation is changing the rules of the game and also leads to significant changes in strategic management.
Find out which 3 paradigms are characteristic for the current revolution in strategy work in our new blog series:
The future will be dominated by those who are proactive, flexible and anticipatory. Those who act instead of react. This requires a constant and increased “strategic readiness” with fine tuned antennas to avoid uncontrolled actionism and too many hard turns of the direction.
Consistent and cohesive common action even when it is about short-term changes of our assumptions gets a real challenge for many companies due to the high complexity of our grown structures. The key to align organizations in one commonly agreed direction is interconnectedness. Targeted alignment also leads to focus and higher efficiency with regards to implementation.
Applying one fully standardized strategy process to all the company's strategic business units globally will no longer work in the long run. The strategy work, process and the methodology must be individually designed for each planning unit respecting the individual market conditions. A few needed and sufficient elements build a common robust and effective strategic core for the strategy work across units.
The prerequisites for all this is the own personal ability and willingness to change and to give the intelligence of the network the chance to takeover.
This is where the culture comes into play.
Those who create the right conditions for agility, alignment and individualization in practice have a good chance of becoming "excellent" in strategic management as an entire organization.
In our 4-parts series Strategic Management 4.0, we will have a deeper look into this new era from different perspectives and show ways how to cope with those paradigm shifts and leverage the opportunities within practically.
Your Ronald Herse
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