That's true. I always insist that if I work with a company on its strategy, all the executives should have at least 10 face-to-face conversations with end customers and front-line workers. It often changes their worldviews radically.
It’s a complex problem. My simple thought is there are different problems at different levels. Each person should focus on their level and provide broad guidance downward. Empower people to take care of their part where they have the most information and expertise. Run it like independent mutually supporting cells rather than command driven.
May be I am too old school, but I can't imagine a group of independent cells that work as a whole company. I believe we need a general direction and provide clear directions for the parts of the organization. And then the middle managers will do the rest (if they are qualified).
I agree. The suggested approach will create silo-based thinking. You need leaders to run collaborative initiatives that span 'cells' in order to bring about change. Once the change has bedded in, perhaps then people can go back to running their individual cells - until the next change is required. It follows though, that in an environment of continual change, there won't be any periods of isolation.
This is my key takeaway from your insightful post: "Strategies fail because CEOs set goals, cascade them down to objectives and KPIs, and think that employees will do the rest. " Thank you for articulating those two problems clearly.
A big part of the problem is that even though they may talk to frontline workers, it's not always authentic.
They're often doing it for PR purposes or trying to keep employees happy, and they don't really want to hear what the issues are.
Sometimes employees know this and don't feel comfortable speaking up.
Even if they do speak up, it's not something leadership wants to hear, so they ignore it.
That's true. I always insist that if I work with a company on its strategy, all the executives should have at least 10 face-to-face conversations with end customers and front-line workers. It often changes their worldviews radically.
Many thanks for commenting!
I think that’s a healthy way of doing it and more likely to lead to lasting change. Rather than drive by consulting that doesn’t stick.
A good consultant doesn't provide the answers, they ask the questions and help to find them.
It’s a complex problem. My simple thought is there are different problems at different levels. Each person should focus on their level and provide broad guidance downward. Empower people to take care of their part where they have the most information and expertise. Run it like independent mutually supporting cells rather than command driven.
May be I am too old school, but I can't imagine a group of independent cells that work as a whole company. I believe we need a general direction and provide clear directions for the parts of the organization. And then the middle managers will do the rest (if they are qualified).
I agree. The suggested approach will create silo-based thinking. You need leaders to run collaborative initiatives that span 'cells' in order to bring about change. Once the change has bedded in, perhaps then people can go back to running their individual cells - until the next change is required. It follows though, that in an environment of continual change, there won't be any periods of isolation.
This is my key takeaway from your insightful post: "Strategies fail because CEOs set goals, cascade them down to objectives and KPIs, and think that employees will do the rest. " Thank you for articulating those two problems clearly.