By Tony Manning
Geared toward strategic planners, leader executives and mid-level to senior managers, this quantity spells out the questions that must be requested approximately approach and provides 10 rules that each association and its humans should still undertake. It goals to supply the instruments had to boost middle enterprise thoughts and create revenue.
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Additional resources for Making Sense of Strategy
But,once again, this is a back-to-front approach. And there’s little chance it will deliver positive results. 42 making sense of strategy The reason is simple. As psychologists have advised for more than 100 years, you don’t change behavior by changing people’s minds. You change their minds by changing their behavior! Of course, companies have cultures. And of course, you might need a different culture from the one you have right now. But you can make change in your organization relatively easy or impossibly hard.
If you start by trying to “fix the culture,” you’re in for a tough time. For one thing, you have to decide what kind of intervention will deliver the culture you want (and you’ll get a different answer from everyone you talk to, because they’ll all promote their own “solutions”). Second, it’ll take you so long to see an impact on sales and profits, you’re likely to run out of steam and support. And finally, you have to have faith in the assumption that you can reengineer people’s thinking “in the right direction” and that, when you do, they’ll act the way you want them to.
Insiders, by contrast, seldom ask the same things. Worse still, they spend time on fluffy mission or values statements, make decisions based on assumptions rather than facts, and arrive at goals so vague they don’t matter. The result is, they either can’t explain their business logic, or, if they try, it doesn’t add up. 54 making sense of strategy Here are the critical questions (Figure 3-2): 1. * 2. Is the business purpose clear and worth supporting? 3. Is there a “business recipe,” is it spelled out, and is it likely to deliver the intended results?
Making Sense of Strategy by Tony Manning