Post by ratna479 on May 16, 2024 8:51:45 GMT
Organization has a clear strategy, as it broadly explains its choices; what she decides to do and what she decides not to do, as well as the underlying reasons and assumptions. Plans should simply be the materialization of these strategies and not an exercise in defining activities based on available funds, which ends up happening in many companies. The fact is that many companies fall into the trap of focusing on the plan, placing too much emphasis on the issue of costs and controllable variables instead of devoting adequate attention to major strategic questions, such as: who to serve and what value to generate for this audience. Some tips to avoid such pitfalls are: keep the strategy simple and understandable for everyone; accept that a strategy is a bet on some cause and consequence relationships and that there are risks in these bets; make clear what the assumptions underlying these choices are in order to verify whether they came to fruition or not, creating space for continuous learning.
Chapter 10: execution. The idea that strategy and execution are two distinct entities is embedded in contemporary management thinking. It arises from the perception that there are some people in the organization who must think and decide the paths Jamaica Email List and others who must actually follow these paths. This misconception ignores the thinking capabilities of those on the front lines and undermines commitment to aligned action, while overvaluing the capabilities of those far removed from delivering value. Senior leadership can, indeed, propose broad visions of the way forward, depending on their privileged perspective, but not before considering and absorbing the perspective of those on the front line. And then create conditions so that each team member can act in a protagonist manner and with autonomy to make the best decisions in their sphere of activity, based on the awareness of the whole in which they are inserted.
Chapter 11: talent. The belief that people are mainly motivated by money is ingrained in most organizations, which end up placing the greatest responsibility for retaining and engaging people on this dimension. Although this is not an irrelevant aspect, all studies and daily practice show that material gains can have an important initial impact on attracting talent, but have little to do with the real engagement of these people. It is not wrong to say that those who are excessively fond of money as a motivator have greater difficulty in mobilizing their teams in a consistent and permanent way and, often, they confront important values to get what they want. The companies that are most successful in attracting, retaining and leveraging talent are clear that people with the ability to really make a difference in a genuine, significant and lasting way tend to be much more engaged when they are involved and their ideas are heard and respected; when they feel they are developing and do not see themselves as blocked in that sense; and when they are recognized in their uniqueness and contributions.
