While there is no doubt that strategic planning done right is a valuable management process and tool, in my opinion, we need to change both the vernacular and the approaches to move from strategic planning to conducting strategic conversations. Frankly, I want everyone in my firm thinking, talking and relating their work activities to the firm’s strategies for creating customer value and thumping competitors.
There’s enough negative going around. Here’s a few worth reading that will leave you thinking and maybe even feeling a bit more upbeat. Students of strategy and performance excellence might want to take a closer look at how McDonald’s is using leadership, strategy, customer relations and information to successfully beat back the economic doldrums. And for an extended dose of hope and encouragement, check out the March issue of Fast Company, where the focus is on the world’s most innovative companies.
One of the themes that I hear consistently in workshops and in discussions with the professionals in my MBA classes is frustration over the propensity of a firm’s leaders to never say “No” to a project. Lacking a viable mechanism to compare, evaluate and select and reject projects, decisions are made based on politics, gut feel and the squeaky customer wheel.
The net result of this lack of discipline is that the people doing the work end up overloaded and overwhelmed. They operate in compliance mode, focusing on surviving until the next deadline and adding little creative value or innovation to their activities.
You can end this chaos and rebuild your team’s morale and effectiveness by building in new systems and proper rigor to project evaluation and selection.
I plan on chronicling my experience in several posts over the next few weeks, with an exciting new men’s clothing/shopping service that I was introduced to called Trunk Club. I’m not sure if I’m more excited about the solution to my fashion challenges, or the fact that this is the best recent example that I’ve seen of a service that so perfectly solves a problem that it practically sells itself.
The same traits that drive people to do dumb things that they know can cause personal injury, manifest themselves in the way many organizations pursue projects. Like head injuries from a bicycle fall without a helmet and car accidents due to texting or talking on the phone, every single one of the issues above and the many more that I did not list, are easily prevented by the application of well-established professional project management practices.
Job search is a hot topic right now, and I received a number of notes from individuals who read my Irreverent Opinions of a Resume Hobbyist post the other day, asking for input about how to craft a Personal/Professional Value Proposition to support their job-hunting activities. I said in the post that I view this as the hardest task in developing an effective resume (and self-marketing strategy), and is the area where you will likely spend the most time creating content and agonizing over wording.
As companies teeter or plunge over the brink, you will be faced with a host of remarkable opportunities and complex decisions. One of the greatest opportunities is for you to develop programs to capture the nervous customers of your competitors, who are most concerned about continuity in their supply/service chains.
The first article is Finding and Grooming Breakthrough Innovators by Jeffrey Cohn, Jon Katzenbach and Gus Vlak. Article number two ratchets up the innovation theme with Reinventing Your Business Model by some true heavy hitters.
Rethinking your customer segmentation model is a potentially powerful approach for differentiating versus key competitors and for finding new needs that you can fulfill with your core capabilities. Experiment with the various ideas and strengthen your team’s execution skills in the process. In additional to the potential tremendous upside from solving customer problems, the energy and excitement generated during this process will convert the organization’s “sense of fear” into a “sense of urgency.”
The application of professional project management practices to the strategic planning and execution program development cycles of an organization can eliminate many of the common pitfalls that derail these programs. While the Project Manager cannot guarantee that the insights and actions developed during strategy are the right ones, he/she can take away the organizational-risk that so often rears its head to doom the best intended initiatives.
