What is strategy? A coherent response to a motivating problem.
What is strategy? A coherent response to a motivating problem.
The plethora of definitions of strategy is, quite simply, overwhelming. The range of strategy books; the breadth of activities conventionally contained within the strategy process; the inappropriate split between strategy generation and strategy implementation; the checklist of vision, values, mission, goals, objectives, initiatives, must-win, metrics; all of which has ensured that “everything is strategy” and thus obfuscates the real thrust behind the need for strategy in the first place.
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Simon Luntcynefin, problem solving, strategyComment
Dare to take the test? Is your team cohesive around the strategy?
Dare to take the test? Is your team cohesive around the strategy?
The primary role of the problem-solving leader is to focus the depth and diversity of the problem-solving team upon removing the obstacles preventing achievement of the business goal. However, despite many hours of well-intentioned discussions with colleagues, leaders are often frustrated (or even exasperated), that senior members of business teams often drive functional plans divergent to the core strategy, or miscommunicate the strategy to subordinates.
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Simon Luntcommunication, leadership, problem solving, strategyComment
Do you give your customers pain relief or a thrilling performance?
Do you give your customers pain relief or a thrilling performance?
You have joint pain or a headache. You have a list of things to do but the discomfort is distracting. You ingest the recommended levels (or slightly above) of tylenol/paracetamol or aspirin, and as the fog lifts you move down your check list of activities. But do you rush to discover what other fine products and services are offered by the company that has relieved you of this burden? Probably not. If you do reflect on your pain relief, you’re probably grateful of its discovery, but thankful too that this malady doesn’t strike too often, as the toxic pressure on your liver is considerable.
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Simon LuntCustomer R&D, strategy Comment
The best Leaders focus on Problem A and minimise Problem B
The best Leaders focus on Problem A and minimise Problem B
The range of literature on strategy is perhaps only surpassed by the volume of literature on leadership. Though one may be a task, and the other an action, both share a dizzying range of definitions, many contradictory and most of no utility. I was once told that, “Getting a definition of leadership is like nailing jelly to the wall.” This amusing nod to the struggle in tying down an understanding of leadership might be acceptable in literary and academic circles, but Executives need something solid and useful. They need a practical approach to understanding leadership, one that opens up opportunities to personal and organizational improvement. We define leadership as the two-fold activity of identifying the problem to be solved and corralling the problem-solving resources to solve it—all for mutual benefit. Thus, problem solving is the key of life.
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Simon LuntComplex, leadership, problem solvingComment
Inside the tube and the importance of feedback
Inside the tube and the importance of feedback
Failing to give feedback when it is expected or desired builds stress and resentment in the recipient. The consequences for the problem solving leader may include lack of support in future projects, destruction of good will in current activities or, in the case of agencies such as the Samaritans, a potential harming of an individual if promised contact does not materialise. Human beings are devoid of instinct. We develop ourselves exclusively through learning, either directly or via the experience of others (parents, teachers, friends). This is why we spend more time than any other species being taught, shepherded and learning from others. We measure the effectiveness of our applied learning exclusively through feedback loops. The absence of feedback after dispensing our (problem solving) expertise severely curtails our motivation to help the requester in the future. This is an important learning point for the problem solving leader.
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Simon LuntComment
Make them practice: improving your return on talent development
Make them practice: improving your return on talent development
In a recent conversation, an Executive VP of a global pharmaceutical company bemoaned the poor rate of return from one of her biggest investments, talent development. In the past two years she had sent three of her direct reports to an advanced executive development programme at a prestigious business school south-west of Paris, each placement costing £35,000 and requiring four weeks absence from work. Now, as someone who is a graduate of one of the school and has helped designed and present one of their programmes, it is naturally that I leap to the defence of the Faculty. And I do. Not because I believe they are faultless, but because I believe establishing the conditions and expectations for a high rate of return are the responsibility of the sponsoring line manager.
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Simon Luntdevelopment, leadership, talentComment
Great businesses are built by great leaders—not prophets (part 2 of 3)
Great businesses are built by great leaders—not prophets (part 2 of 3)
In an earlier posting, I reviewed whether mental illness was a pre-requisite for great leadership, and concluded that this was not the case. However, occasionally these far-reaching perspectives do match reality and, assuming the requisite knowledge, intellectual capacity and motivation are also in place, then the triumph of these problem-solvers can be spectacular; Winston Churchill provides but one example. But whilst excelling in a crisis is worthy and admirable, is it the definition of great leadership? I would argue not.
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Simon Luntchaos, cynefin, leadership, problem solving Comment
What's the story? Tell me more...
What's the story? Tell me more...
Every business has a story to tell. How your business tells its story will have a critical impact on the success of your company. But what is even more important is discovering what that story will be. This can seem very obvious but I am astounded by the number of companies who did not know what their company’s story is. They tell us in our meetings that they know what their story is and they just want to get on with telling it but usually they completely miss the essence of the story and thus miss an important opportunity to connect deeply with their customers.
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Simon LuntCustomer R&DComment
My experience with Amazon—how a bad product can lead to a good experience
My experience with Amazon—how a bad product can lead to a good experience
A poor product performance needn’t dent your net promoter score. In fact, if you react appropriately, it may enhance it. Last week I purchased a window mount for a GPS device via Amazon. The product arrived in good condition and functioned effectively for a few hours. It then fell from the window having suffered a catastrophic failure; a rip in the rubber grommet resulted in the suction pad no longer sucking. This ensured a modicum of inconvenience as I was guided through the back roads of New Jersey with the GPS held in place by Blu-Tack—well consultants do have to be resourceful.
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Simon Luntfeedback loops, voice of the customerComment
The Mathematics of Self-Belief
The Mathematics of Self-Belief
I am always taken aback by the unprompted readiness of successful leaders to identity others whom they admire and have acted as a source of aspiration. When these venerated have been accessible, (that is, neither dead (Jobs) nor remote (Mandela)), I have conducted a short research interview. Reviewing the data recently, a pattern linking these nominees emerged. They all have an abundance of self-belief.
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Simon LuntComment