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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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Once upon a time I was a member of (what I'll call) a commercialised start-up. We had spun out of a university faculty research project, & did an amazing job.
Hack by Jonty Monopoli on September 16, 2010
The Red Cell is an idea borrowed from the military world and adapted for use in the business environment. It provides a competitive advantage due to two primary deliverables.
Hack by IMD Team 7 on November 2, 2011
Most businesses do a poor job of encouraging daily innovation from employees.
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
If freedom means being unbound how effective is such liberation in an innovation environment?
Hack by Altaf Jasnaik on June 22, 2010
Historic and archaic management structures more closely resemble the North Korean dictatorship than a flourishing Democracy; and history shows us what happens to innovation and ambition in authoritari
Hack by Philip Tillman on November 8, 2010
An  annual meeting for company management, staff, shareholders, and members of the general public to discuss issues such as company direction, policy, social and environmental impact.
Hack by Andy Chapman on May 10, 2012
Ever heard of topsy-turvey? This is a thought about just that. How to turn an organisation on its head and to improve its prospects in our future business world.
Hack by Mark Laycock on December 31, 2010
A bottom-up approach in which the employees in each department "draft" their Manager and Supervisors, given certain limitations. The draft occurs every six months, fostering renewa
Hack by Justin Astrin on December 13, 2010

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