Making Sense of Strategy by Tony Manning

By Tony Manning

Aimed toward strategic planners, leader executives and mid-level to senior managers, this quantity spells out the questions that must be requested approximately approach and gives 10 rules that each association and its humans may still undertake. It goals to supply the instruments had to boost middle company recommendations and create revenue.

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Do we think “out of the box” about what could be, rather than about what is, or what is impossible? Are we alert to what’s happening around us, and do we learn and change fast enough? POSSIBILITY THINKING Do we understand our challenges, and do we have a clear view about what we must do? STAKEHOLDER SUPPORT LEARNING & CHANGE STRATEGY IMPLEMENTATION CAPABILITY Do we have what it takes to meet our ambitions, and will our practices deliver the results we want? Do we actively seek to win “votes” through strategic conversation?

The alertness, imagination, spirit, and responsiveness of many people make the difference between winning and losing. No leader can call all the shots. Sensing, decision making, and responsibility for results have to be dispersed. People at all levels and in all functions have to be able to think and act strategically. The “strategic IQ” of your entire organization is, literally, a life-and-death factor. Hiring well is obviously the first step in ensuring that your company has a critical mass of people who can make a difference.

You’re terribly sorry, but you have to do this for the sake of the survivors. After all, it’s surely better to hand layoff notices to a few people now than to share the pain with everyone later . . Another way is to ensure that people get whatever information will help them understand what’s happening, what the options are, and why you have chosen a particular course of action and, at the same time, to remind them that, while you have to make the company leaner, you’re doing it in pursuit of future growth.

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