| | When to Call TDG |  There are several conditions that lead to an organization benefiting from our services. Some examples of those are below. The bottom line is that each issue leads to the same ultimate conclusion: the desired results are not produced, targets aren't met, sales aren't made, stock value suffers, growth is slower than desired, or the objectives of the long-term vision are not produced.
Big Goals
The single best reason to talk with TDG is because you have goals that are beyond your organization's comfort zone, and you won't achieve them by simply doing the same thing you are already doing--even if you do it better, more or harder.
If you want to produce unprecedented results you will need to think and ultimately, work in new ways. We will catalyze your very best thinking, and you will achieve your goals.
Transition
Transition comes in a lot of forms, but it always requires a new approach, new vision and the presense of mind to recognize that need. Some examples of transitions include:
- Have You Changed Senior Leadership?
- Is Your Organization Growing Fast and Changing in Unproductive Ways?
- Has Your Marketplace Changed?
- Are Changes in the Economy Affecting Your Business?
- Have Technological Innovations Rendered Your Old Approach Obsolete?
- Has Innovation Created Huge Leaps in Productivity, Sales, Growth or All of Those?
Is Your Strategy A Blueprint or a Billboard?
Often, the senior executive team has spent a great deal of time and effort working on a strategic plan. In the enthusiasm of trying to deliver a highly complex vision to many hundreds, thousands or even tens of thousands of employees, the vision gets communicated as a series of slogans or a single over-riding motto. This is what we mean by a billboard--the plan is reduced to superficiality and isn't alive for the organization beyond the executive team. The great thinking and planning is not being executed as such: Not on the shop floor or on the front line, in the back office, at the service desk or in the field. Fulfillment of the strategy is contingent upon communicating it and the role of individual divisions and people within it to accomplish the organizational goals.
Without understanding the strategic reasons for doing what they are being asked to do, employees typically fail to take the right actions and the organization fails to produce the result.
Strategy Living in the Leader's Mind?
Often-times there is no formally articulated strategy. For the sole proprietor this might not be a big problem (although we think it probably is), but in an organization large enough that the leader does not personally manage each individual's work, the lack of an articulated plan is like playing baseball with a reed for a bat. Rigorously spelling out the strategy of the organization, dealing with the specific facts and assumptions, is irreplaceable in causing real, predictably excellent results. Once that strategy has been committed to paper (or hard-drive, or some permanent medium), and the work of instilling it into the whole organization is underway, results begin naturally to cascade from the organization!
Balanced Scorecard -- Why Measure This or That?
For leaders who have learned the methodology of the Balanced Scorecard and how to map their strategy onto each part of the organization, the diagram that represents that work is often delivered as a fait accompli to the personnel. Even if each department head has taken part in designing the structure of the scorecard, and each box has the right information, individual(s) and metrics in it, the lack of hands-on involvement of the personnel creates a gap of understanding. So while the company may be at work on raising production levels so as to lower prices, dominate the market and thereby pull ahead of competitors, the widget-makers are still operating at the level of simply making a quota, and doing their work without a relationship to the overall goal. This gap creates disenfranchisement, and fails to harness all the power that people have to contribute to an organization's success -- no matter where they fall on the organizational chart. It should be no surprise that the quotas are not met, or are so difficult to meet that the goals are not accomplished.
Are Your People Change-Ready?
A change in strategy, values or any other initiative that is intended to cause something unprecedented requires an adjustment in many other aspects of organizational life. Making a change means having to deal with whatever reactions arise without losing the benefit or strength of the change itself. Except in very rare cases, the greatest obstacles to the smooth implementation of a strategic plan are related to people resisting change. This can be frustrating for everyone in the organization. Leaders feel exasperated with what they perceive as trivial "personality" or "procedural" issues. Employees feel dominated by seemingly arbitrary new demands made of them. Managers are caught between the new strategy and the old relationships they have with those on their teams; and a host of other combinations further confuse the process. Dealing with people in a way that facilitates the fast, smoothe introduction of a new order of things can mean the difference between a brilliant concept that remains theoretical and a working strategy that produces real results.
Your situation may not match any of these. But if you want to produce something unprecedented we may be able to help!
| | Copyright 2004 The Devero Group, All Rights Reserved Worldwide - For more information, Contact us at info@thedeverogroup.com. |
|
|
