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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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The Deliberatorium is a software tool designed to help organizations better harvest the knowledge and incorporate the perspectives of their members to identify solutions for complex problems, avoiding
Hack by Mark Klein on June 30, 2011
Big Thorny Challenge: What passes for enterprise strategy falls way short of the need and opportunity.
Hack by Richard Melrose on June 30, 2011
Bring the ideas of integrative (not competitive) negotiation to bear as you lead daily and large-scale organizational activities.
Hack by Terri Griffith on June 29, 2011
3M takes its Markets of the Future process from a cloistered analysis by corporate strategists to a global Web 2.0-enabled event, tapping the collective insight of 20,500 3Mers in over 60 countries.&n
Story by Barry K. Dayton on June 16, 2011
If value chains are being transformed into value networks and hierarchies turn into collaborative communities, will traditional sales still be effective?
Hack by andreas uthmann on June 2, 2011
Using the theory behind existing technologies to change the way organizations manage innovation.
Hack by Amanda Drescher on June 2, 2011
Communities exist because the individuals that participate get more out then they put in, scaling from very little value to significant value.
Hack by Rachel Happe on May 26, 2011
Organisations are constantly looking for new and innovative ways to implement performance management systems – to find the magic combination of tools that will assist managers to truly inspire and mot
Hack by Joanna Matthew on May 24, 2011

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