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Soaring and seeing


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Soaring and seeing

  1. 1. Planning and Visualizing Strategically Loretta L. Donovan
  2. 2. • Shift the focus to the positive • Involve those who will impact and who will be impacted by the strategy • Prototype and empower • Sustaining the momentum – nurturing a “living” strategy
  3. 3. • Five phases that can be thought of as steps (but which involve cycles of SOAR thinking • within each step) are provided. These five phases are briefly defined below: • 1. Initiate – a leadership strategic conversation and formulation on how to apply and • integrate SOAR with existing strategic planning methods, processes and applications. There • is also a discussion that identifies the relevant stakeholders and how to bring them into the • process. • 2. Inquire – an appreciative inquiry into values and mission, internal environment 􀃆 • strengths and external environment 􀃆 opportunities as well as conversations regarding • aspirations and results. The “as is and might be” is explored. • 3. Imagine – a creative dialogue that considers strengths and opportunities, and goes • beyond to consider aspirations and the most preferred future – a bold vision. This phase also • identifies the shared value set, vision and mission of the organization. • 4. Innovate – designing the strategy (how to deliver). Innovation has been defined as • applied creativity. Strategic initiatives are identified and prioritized to enact change to • existing processes, systems, structures and culture. These changes take advantage of • strengths and opportunities to achieve aspirations and results. • 5. Inspiration for Implementation – is the energy, commitment and tactical plan necessary to • execute the strategy. Results are used as feedback measures for iterations and course
  4. 4. • see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy No single element on its own can do the job. It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy.
  5. 5. • Align all of the elements of the business behind the strategy: organizational structure, culture, people, competencies, measurement, and reward systems and motivation to drive it all forward.
  6. 6. • Every measurement conveys a hidden message. Whenever a company measures something, it is doing two things: It is gauging performance, and it is making a strong statement: “This is important.” Failure to measure something sends the opposite message, i.e., “This is not important.” Thus, it is crucial that the measurement and reward system act in unison with the other elements in the business system.
  7. 7. • A new strategy often requires relevant alteration in the way things are organized and how its decisions get made. Therefore, it is necessary to ask such questions as: • To best support the new strategy, should we be organized by service line, customer grouping, function, geography, or some other principle? • Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place? • What should be the level of centralization or decentralization for each activity in the patient care and business process chains?
  8. 8. • Success will be achieved only if people are focused, skilled, and motivated. • Defining and communicating strategic choices with clarity and simplicity will create the necessary focus. • Need to build the competencies required to support the new strategy, via recruitment, training, and job rotation. • Motivation is a pivotal factor. The evidence shows clearly that high-commitment organizations outperform those where employees exhibit lower levels of motivation. Yet human beings by nature resist change. People do not easily leave their comfort zones to embrace the uncertainties brought by change.
  9. 9. • Culture expresses itself through specific values and observable behaviors. Business performance and culture are inextricably linked together. • Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems. • We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished. • When culture resists strategy, culture wins.
  10. 10. 5 Touchstones of Strategy and Leadership 1. Choices 2. Clarity 3. Change 4. Courage 5. Compassion ‘‘All things to all people’’ is the original recipe for failure. Success comes from the ability to create an intense focus on the few things that matter most. Logical arguments alone will not win the day. Human beings are engaged and motivated through stories, metaphors, and pictures that enliven their imagination. Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis. Confront reality and make tough choices; admit mistakes and learn from them; lead change in the face of resistance; tell the truth when it is unpalatable; do the right thing when it is more profitable not to; and stand up for principle above expediency. ‘‘If you want to be a leader, you must first be a human being.’’ Leaders are judged as much by how they deal with human issues as by what they do.
  11. 11. Your future is up to you. Build on strengths to create the future you most desire.