“There Are None So Blind As Those Who Will Not See”
Having been involved with the Strategic Planning process for most of my career I can quickly tell if an organization has a solid chance at making their new business initiatives successful. So how can I tell?
While there are many elements and factors that align to enable organizations to successfully implement business initiatives I look at 3 keys readiness indicators which I feel are strong indicators of the organization’s commitment to new initiatives.
1. Have the organizations leaders made the ongoing effort to successfully communicate previous strategy initiatives to their organizations? The test is asking random employees to explain the organization’s strategy and their role in it.
2. What is the organizations record at implementing strategy? Can they explain what has worked and what didn’t in the past? How are weaknesses and strengths captured and analyzed? How are they being addressed?
3. What level of operation effectiveness is the organization currently achieving? I look for signs of the operation’s capability to successfully execute business processes. What is the organizations tolerance to under achievement?
Failure to realize and address previous and current shortcoming is a major concern. “Those who fail to learn from history are doomed to repeat it.” The SWOT tool should address this, if, used appropriately. So why doesn’t it? The answer is people adjust to their reality.
Here’s an example.
Recently, I accepted a request to facilitate a 2 day strategy session for a new client. At the first coffee break I observed several members of the leadership team were discussing the poor performance of one of their departments and specifically, the performance of a disgruntled and underperforming middle manager. As the break ended so did the discussion.
Before allowing the meeting to progress I engaged the entire leadership team with the following observation. I said that I had observed a conversation about a situation where customer impacting underperformance was occurring, yet no one took ownership and no actions were discussed or assigned. Apparently this individual had been a problem for years and the leadership team chose to accept this as “the way it was and would be going forward.” This organization’s lacked the tenacity to take on tough challenges. They were going through the process, but, they clearly lacked the resolve. I disengaged with this client.
Moving forward into the Strategic Planning and the subsequent Execution Process without addressing the organization’s blind spots is a serious oversight. Organizations that fail to acknowledge and address these blind spots indicate an unwillingness to follow through on commitments. They are attempting to build on a poor foundation.
I recommend using a process I call Curb Vision. Curb Vision is the process of looking at your organization from the outside in, taking away any rationalizations / history and looking solely at the facts. The goal of Curb Vision is to strip away any biases and reveal the true reality of the current business situation.
A Curb Vision assessment is an invaluable tool to capture incidents of organization’s blindness and bring them forward for resolution. This exercise signals that the organization is serious about their business and willing to take the required actions to resolve the obstructions and issues needed to move the business forward.
One solution is to bring in an experienced consultant to facilitate. It is money well spent to ensure you get a handle on the challenges and capabilities that you’ll need to address to move forward. Having “outside” eyes look at your business does provide an unbiased view.
Ensuring the unfinished business become the first business in the new plan significantly improves the organizations readiness to move forward. If it happened in the past what’s going to change to prevent it in the future?