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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.

50 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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In an era of federally mandated school turnarounds, Cristo Rey Boston High School is an example of a self-directed improvement plan in which a principal and a core group of teachers were empowered to
Story by Jeffrey D. Thielman on May 28, 2013
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
Using the theory behind existing technologies to change the way organizations manage innovation.
Hack by Amanda Drescher on June 2, 2011
‘Going to work’ used to mean showing up at the office where your manager would tell you what to work on that day and closely monitor your progress. This is obviously no longer the case.
The Ice Cube is like a Hero in the fairy tale story, that born from a discussion among activies in the bottom of the organization, swiftly up to become the Ice Cube, the intranet 2.0 portal,  the
Story by Ice Cube Team on July 11, 2011
Every new employee at Red Hat quickly learns about memo-list, one of the most visible elements of the Red Hat culture.
Story by DeLisa Alexander on August 24, 2011
The Innovatron is a platform that brings all employees (and possibly other stakeholders as well) together to propose, assess, finance and implement new ideas in a venture capi
Hack by Jacques Warichet on January 4, 2013
The factory floor of many organisations is the wild west of the work place.Much of the work is extremely repetitive and boring.
Hack by Stu Wilkinson on December 6, 2011
SVM is a comprehensive, capital based approach to sustainability mapping costs/ benefits of a company’s activities accruing to the corporate, the individual and society throughout the value chain.
Hack by Luke Johnson on May 10, 2012

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