When a new leadership takes over the current leadership, makes progressive changes, with or without understanding the current circumstances, what was working, will continue to work, only as long as the team perspires and accepts new tactics, but in combination of older and more stable strategies of functioning.
Why will the new leadership fail?
• Lack of observation on the leadership to nurture core skills
• Lack of observation of core result producing functional aspects
• Indignation towards stable functions (if its old and everyone is doing it, then something is wrong with it, simply because everyone is following it and the contrary, if its old and working, then it should continue to work, requires key functional observation to justify stand)
• Over focus on miniscule obstacles, while ignoring the core burning & functional issues or
• In ability to address key areas and focusing on meager functional aspects that does not provide realistic benefits
Aspects that goes on to support failure:
• Top management acting, anticipating failure and having back up plans to nullify, in the event of failure. This will in turn increase the cost of implementation, increasing production loss or stressing the profit growth, generating indirect losses
• Business programs constructed to support weaker and more under developed mode of operation which lacks fundamental understanding on strategic grounds
• Promotion of blind, aggressive tactics to yield results while, slow and methodical approaches getting ignored or shelved
• Distress and division in team environment, causing divide, mistrust and imbibing favoritism of more appeasing or productive team members
• Limiting room for exploration, study of processes and definition on service grounds, focusing solely on packaged, default mode executions
Countering Measures
• Simplification standards, approaches to decrease stress, improve focus by tapping in to the core interest and expert areas team members
• Assimilating information on problem areas, identifying new opportunities and researching for better techniques, alternatives that builds team based operations, rather than segregation
• Focused, shared approach, propagated in Enterprise 2.0 strategies (shared knowledge sharing, team driven operations)
• Solutions focused on core areas of operations with pitfalls and dynamic mapping of implementation versus effectives of the implementation i.e. metrics definition
Monday, July 26, 2010
Strategy for Team Formation
If you look up the word Strategy in a place like wiki, there will be quite a few options. They include Strategic management, Marketing strategy, Technology strategy, Digital strategy, Trading strategy & Grand strategy etc...
The following is a summarization of how a strategy comes up and will impact the nature of execution in general. Formal proposals of strategies have and most often without any recognition of psychological backdrop are made and executed.
In ordinary circumstances, every individual follows a systematized approach towards achieving their daily targets, however mundane as they can get, the objective to start and finish is always laid out. Even if you insist that you are not going to leave the bed, it still is a objective.
Thus, every strategy has a objective. A target. A pathway that gives the Start to finish points, if you focus on the objective, your strategy often forms itself.
Strategy becomes more and more complex in direct proportions to the number of variables. Variables are people, circumstances, multiple, smaller objectives.
Thus, a strategy could take longer to form as several anomalies need addressing.
Some of the common practices adopted to neutralize anomalies is to do trial level smaller strategic implementations whose outcome carries only one sole purpose, further advance the main strategy.
Now, no strategy is fully fool proof, provided the counter strategy develops formative understanding of the original strategic goals and works against the objective with clear understanding of the execution.
Strategies chiefly apply at work areas, including team based operations which starts off by the building of a team, the team dynamics often determines the success of a project and hence very clear picture of roles played by each team member should be highlighted or at least that’s how I work.
This helps me form a mutually respectable scenario among the members, with each member feeling their significance and developing a passion, focus on what they need to do and when they do what they at their best, the results are obvious, success is almost always achieved.
The following is a summarization of how a strategy comes up and will impact the nature of execution in general. Formal proposals of strategies have and most often without any recognition of psychological backdrop are made and executed.
In ordinary circumstances, every individual follows a systematized approach towards achieving their daily targets, however mundane as they can get, the objective to start and finish is always laid out. Even if you insist that you are not going to leave the bed, it still is a objective.
Thus, every strategy has a objective. A target. A pathway that gives the Start to finish points, if you focus on the objective, your strategy often forms itself.
Strategy becomes more and more complex in direct proportions to the number of variables. Variables are people, circumstances, multiple, smaller objectives.
Thus, a strategy could take longer to form as several anomalies need addressing.
Some of the common practices adopted to neutralize anomalies is to do trial level smaller strategic implementations whose outcome carries only one sole purpose, further advance the main strategy.
Now, no strategy is fully fool proof, provided the counter strategy develops formative understanding of the original strategic goals and works against the objective with clear understanding of the execution.
Strategies chiefly apply at work areas, including team based operations which starts off by the building of a team, the team dynamics often determines the success of a project and hence very clear picture of roles played by each team member should be highlighted or at least that’s how I work.
This helps me form a mutually respectable scenario among the members, with each member feeling their significance and developing a passion, focus on what they need to do and when they do what they at their best, the results are obvious, success is almost always achieved.
Friday, July 23, 2010
One Punch Stop
Objectivity, determination and ambition. One punch stop is about having a clear cut ambition with defined objectives and determination to achieve what should be achieved.
Like the purpose of a weapon is to make it lethal, effective and strong enough to stop your opponent in a single blow, one punch stop aims at providing the maximized summary information on various topics at one go.
Like the purpose of a weapon is to make it lethal, effective and strong enough to stop your opponent in a single blow, one punch stop aims at providing the maximized summary information on various topics at one go.
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