Creating Business Strategy - Beware Of Managers Of Irrelevance
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Beware Of Managers Of Irrelevance
Creating Strategy is just as much about letting go of the past as it is about taking on new things. Eliminating non-strategic activities, projects and programs in fact is critical to creating the bandwidth to take on the new things required.
By: Roy Osing
Creating Strategy is just as much about letting go of the past as it is about taking on new things. Eliminating non-strategic activities, projects and programs in fact is critical to creating the bandwidth to take on the new things required.
By: Roy Osing
You simply don’t have sufficient time, energy and resources to take on new stuff while continuing to carry on with past activities.
Of course there will be managers in your organization that really like the past direction and don’t want to be part of executing on a new course. For many, the past is familiar and comfortable and relatively stress free. Why would they want to give it up for the anxiety, risk and uncertainty of going a new direction?
Their preference is to continue to manage the Irrelevance that gives them satisfaction and security.
It is essential to identify these Custodians of the Past and to act on them. If not, they will infect others in the organization by attempting to convince them not to embrace the new strategic direction.
Here’s a process to follow:
- determine the CRAP, or non-strategic activities and projects that are no longer appropriate given your new strategy. Make the list long. Avoid being persuaded that everything associated with your old plan is relevant to the new.
- identify the people associated with the CRAP.
- develop an action plan for each person who is engaged in Irrelevance. Don’t assume a single solution will work for everyone. Each person will be DiFFERENT, and will require a personalized solution.
- reassign those who want to go to your brave new world and give them all the training and development support they need to succeed.
- exit those who are either not qualified to take on the new challenge or who refuse it. Either way, they need to go to prevent the inertia virus from spreading!
Of course there will be managers in your organization that really like the past direction and don’t want to be part of executing on a new course. For many, the past is familiar and comfortable and relatively stress free. Why would they want to give it up for the anxiety, risk and uncertainty of going a new direction?
Their preference is to continue to manage the Irrelevance that gives them satisfaction and security.
It is essential to identify these Custodians of the Past and to act on them. If not, they will infect others in the organization by attempting to convince them not to embrace the new strategic direction.
Here’s a process to follow:
- determine the CRAP, or non-strategic activities and projects that are no longer appropriate given your new strategy. Make the list long. Avoid being persuaded that everything associated with your old plan is relevant to the new.
- identify the people associated with the CRAP.
- develop an action plan for each person who is engaged in Irrelevance. Don’t assume a single solution will work for everyone. Each person will be DiFFERENT, and will require a personalized solution.
- reassign those who want to go to your brave new world and give them all the training and development support they need to succeed.
- exit those who are either not qualified to take on the new challenge or who refuse it. Either way, they need to go to prevent the inertia virus from spreading!
Roy Osing is a former Senior Executive and Chief Marketing Officer with over 30 years of singular achievement. He is the Author of the groundbreaking new book “BE DiFFERENT or be dead: Your Business Survival Guide”, which presents practical and proven ways for organizations to succeed and survive these unpredictable and unforgiving times. He is a recognized Speaker, Coach, Educator, Business Advisor and is President and CEO of Brilliance for Business, an organization dedicated to enhancing the performance of organizations and people.
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