Insight
In the post-epidemic era, these "plug-ins" are even more important to enhance strategic power!
[Article reprinted from Constantine Management Consultants]
在In this era of rapid changes in the business environment and increasingly unpredictable competition, all outstanding enterprises and workers understand that "job content" and "achieving goals" are no longer sufficient to cover the entire face of work. In the journey of executing work content and achieving goals, the real challenge is to open the radar to collect and insight the changing information in order to continuously think about the layout, make corrections and adjustments, face the changes and respond to the future.
In the year of the 2020 epidemic, the Global Talent Development Conference has been moved to online, but the heat is still on. Enterprises are eager to transform, technology is changing rapidly, and work styles are changing... Even if business is slowed down due to the epidemic, strategic planning is a must. According to a survey conducted by Strategic Thinking Institute, only 23% of global enterprises consider themselves to be capable of strategic planning, while the rest are either reaction-oriented enterprises that "block the enemy's path" or execution-oriented enterprises that "do their utmost to fulfill their mission".
Richard Horwath, CEO of the Strategic Thinking Institute, says, "When companies realize that most industries are facing increased competition and dramatic changes in business models as a result of the digital age, strategic capability is no longer just an optimization item, it is a necessity." However, the dilemma faced by organizations is that only a few people are immune to being swamped by the demands of fire-fighting and day-to-day business, and therefore have no time for strategy (28%), and not all organizations recognize the importance of strategic competence and therefore provide insufficient training and development (76%).
What's more challenging is that even if there is relevant training within the company, managers are unable to effectively connect their personal goals with departmental or organizational goals (68%), so that workers have no sense of the skills they have learned, and of course, they don't use them.
(Note) The above figures are from the Strategic Thinking Institute's presentation at 2020 Virtual ATD.
From this, we can see that in order to enhance the strategic power, it is not enough to strengthen the strategy itself, but also need the support of these "plug-ins" in order to make these strategic power really work in the enterprise:
1. Leadership:
A leader's ability to effectively link personal goals with organizational strategy affects how individuals assess their own value to the organization. A leader who has a clear vision, recognizes individual strengths, and charts a path for them to follow will usually make team members more willing to follow and more confident that they can achieve their goals.
2. Communication:
Research shows that only 32% organizations cover 'how to communicate strategy more effectively' in their training to develop strategy skills. The difficulty for leaders is often not in understanding the strategy itself, but in communicating it clearly and specifically to team members.
3. Organizational culture:
Many companies don't realize that an organization's cultural climate almost fundamentally affects the creativity of its strategies, the commitment and buy-in of its members, the consistency of its implementation, and its perseverance in breaking through obstacles. In organizations that fear (or even punish) mistakes, asking members to adopt new approaches is like asking for fish out of water, and organizations that are accustomed to consensus decision-making find it relatively difficult to accept opposing views. Strategy deals with the future, with high uncertainty and ambiguity, and whether an organization's culture is conducive to nurturing such outputs is an issue that every leader should be concerned about and think about.
In the post-quarantine era, companies are facing many challenges. When leaders are struggling to get their team members to work together in the strategic direction, they may want to honestly and pragmatically examine how many of the above "plug-ins" are in place. Perhaps they can effectively focus on the items that need to be emphasized, so that the strategic power can really be put into practice!
Author
Director of Talent Development Design / Principal Consultant / Lecturer, Comstock Management Consultants Ltd.
Estella has many years of experience in cross-departmental projects and strategic marketing, including the planning and execution of strategic sourcing projects in Asia Pacific, strategic marketing training and development programs, annual business training planning and execution, marketing strategy optimization and innovation programs, and supplier management upgrading projects. She is now a full-time talent development consultant and lecturer, assisting companies in planning and executing various talent development programs in the field of human resource development, including consultancy, training programs, coaching programs, etc. She specializes in leadership programs, training courses, and coaching programs. She specializes in leadership programs, talent assessment, HR strategy development projects, function building projects, corporate coaching, etc. She has been working as a consultant and lecturer in the field of HR development to assist companies in planning and implementing various talent development projects, including consulting programs, training programs, and coaching programs.