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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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How individual contributors can move beyond the latest emergency outbreak to battle negative perceptions and ever-escalating commitments.
Story by Shelly de Greeve on September 20, 2010
In its new business groups, Applied Materials has changed the way decisions are made.  Each week in the Solar Business Group, a technology roadmap/strategy meeting is held with all levels of empl
Story by Brendan McComb on September 16, 2010
An Anglican parish launches a bold experiment with a radical model of how to “do church,” by  replacing hierarchy with communities of passion, and unleashing the capabilities of its c
Story by Drew Williams on July 10, 2010
Organizational change usually comes from people at the top. Employees often find it hard to create change in the organization because they aren't heard.
Story by Matt Shlosberg on June 13, 2010
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
Innovation should be the most enjoyable form of work, but the project modality leaches all joy from it: deadline pressure, boss-driven scope, and a team made up of "the usual suspects".
Story by Jeremy Clark on May 11, 2010
When Kraft Foods embarked on an important program to re-define its corporate purpose, vision and values, they decided not do it in a closed meeting room in Chicago but instead open up the process and
Story by Anna Peters on April 9, 2010

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