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Make direction setting bottom-up and outside-in

“All stakeholders need a role in setting strategic direction.”

As the pace of change accelerates and the business environment becomes more complex, it will become increasingly difficult for any small group of senior executives to chart the path of corporate renewal. That’s why the responsibility for defining direction must be broadly shared—with all organizational members and interested external constituencies. Only a broad, participatory process can engender wholehearted and widespread commitment to proactive change. When it comes to setting direction, influence should be a product of foresight and insight rather than power and position.

52 Stories
104 Hacks
7 Barriers

Make direction setting bottom-up and outside-in

“All stakeholders need a role in setting strategic direction.”

As the pace of change accelerates and the business environment becomes more complex, it will become increasingly difficult for any small group of senior executives to chart the path of corporate renewal. That’s why the responsibility for defining direction must be broadly shared—with all organizational members and interested external constituencies. Only a broad, participatory process can engender wholehearted and widespread commitment to proactive change. When it comes to setting direction, influence should be a product of foresight and insight rather than power and position.

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 The performance of a company is intrinsic with the employees associated with the organisation. Every employee and his contribution is part of the core ethos of a successful organization.
Hack by Amit Namjoshi on October 31, 2013
Cost Accounting chokes business by focusing on parts rather than the relationship between parts. As the primary feedback mechanism for business and organizations it leads to bad decisions.
Hack by Dan Strongin on March 19, 2011
Virtually every company has some sort of training program with the goal of having their people work smarter, but it is not the program that counts but how effective it is.
Hack by George Kobak on March 24, 2015
Hierarchical bureaucracies are fast becoming obsolete for the simple reason that we suddenly find ourselves in a completely new world with a completely different set of rules.
Hack by Rod Collins on December 6, 2011
This hack considers how organisational capability might be unleashed by increasing the level of trust between employer and employee, borrowing from some of the concepts of Tikanga Maori and simply doi
Hack by Alister McCaw on February 25, 2011
Organizations can be wildly successful, while at the same time creating an environment where their employees are ecstatic to go to work, every day, for generations to come.  It means embracing ou
Hack by Arlene Dilworth on February 21, 2014
The world of management is full of myths and rituals. Many seem to have been with us forever, often explained and justified as “we have always done it like this”.
Hack by Bjarte Bogsnes on January 23, 2017
A system for "Agile Strategy", inspired by SCRUM.
Hack by Marc Sniukas on August 17, 2017
Creating  leaders across the organization begins with valuing every employee's contributions.  Instead of giving feedback during the annual performance evaluation, managers and supe
Hack by Kelly Swauger on May 23, 2013
Leaders can get a lot  more done if they did a lot less.  60%+ of time is wasted by top executives as the context for leadership has changed faster than our assumptions.  This hack
Hack by Nick Obolensky on June 27, 2010

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