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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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Decision making process relied for ages (and still does in a majority of cases) on a top-down approach, where decisions are taken by senior executives and executed by all layers below in a pre-defined
A collaborative business planning and execution approach holds the promise of increasing the success rates for achieving corporate goals.
Hack by Matt Johnson on April 29, 2012
Federated Decision Making is fundamentally about a trade -- one group asks another to vote on whether to expend resources to meet a member's need.
Story by Roy Zuniga on July 17, 2011
The Blue Cross Blue Shield Federal Employee Program (FEP) uses an innovative meeting process to quickly access the most untapped resource in almost every company, and then uses that resource to transf
Story by Rod Collins on June 1, 2010
We pay lip-service to the importance of many types of capital (i.e., human-, intellectual-, social-, natural- and even spiritual-capital), but our companies are still explicitly and legally designed f
Hack by Randal Franz on December 22, 2011
Most innovators, enlightened business leaders and change agents are on-board with a customer-centric belief system. It makes good sense.
Hack by Lori Turner on September 13, 2016
Policies and strategies of a company would be a set of LIVE wiki documents
Hack by Mohammad Oli Ahad on July 17, 2011
8 core attributes for an enterprise to remain persistently relevant to its customers need to be orchestrated:Visionary leadership - that puts the customer at the heart of the organisation and provides
Hack by Jeremy Cox on February 3, 2014

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