In a time of uncertainty, strategy execution must be adaptable to changing conditions. It must be possible to balance effective execution of current initiatives with investments in the capabilities necessary for alternative future scenarios.
We here pose a formula of three questions to ask yourself when considering if your organization is ready to transform, now and in the futures.
Do we ensure that our plans are adaptable and can be adjusted as we learn more about the issue and solution?
Thanks to the raplex world – characterized by rapid change and complexity – we live and work in, Strategy and Execution cannot be separated into two separate domains, or worlds. They have to be part of one continuous process. This way we can navigate as we test, learn and respond to the changing circumstances and ever-evolving customer needs we face.
Do we take into consideration the formal and informal teams’ collaborations that have to take place to actually perform the work after our transformation?
It is right to say that an organization is made up of processes, technologies and governance models. It is also true to say that an organization consists of individuals with competences, attitudes and a prevailing culture. These are the two layers of the modern organization. What is often underestimated though is the role of microsystems – where the work is actually done in most organizations. Made up of more or less formal groups, meetings and collaborations that often takes place across functional (and even organizational) borders. Taking the microsystems into account and ensuring their performance, integrates the two “layers” of the organization.
How do we ensure continuous learning and scalability?
All organizations must balance the need to deliver on current initiatives while simultaneously building the capabilities to be adaptable to more than one potential future. We must therefore consider issues above and beyond the current scope for any individual project or initiative. Successful change requires us to ensure that how we act now also strengthen our capabilities for sustainable change and build organizational adaptability.
At Influence we work with solving complex issues together with our customers at the same time as we strengthen their Collective Intelligence.
If you have read this far, it is probably safe to assume you are faced with complex problems. Complex issues require many different competences, but as you have probably noticed a collection of high-performing individuals does not automatically form a high-performing team. Influence always works with creating high-performing teams in accordance with our research-backed model Collective Intelligence, developed at the Stockholm School of Economics. Working with strategy is no exception. When you are faced with strategic challenges, where the way forward is complex and the stakes are high, this becomes even more important.
We call this perspective Stratecution. In a world characterized by uncertainty and rapidly changing circumstances. The winners will be those who manage to combine efficient actions in the present with building the right capabilities to ensure continuous transformation for the futures they face. This is true during a crisis – and in the future.
About the authors: Linnea Bråtenius, Management consultant and Viggo Bülow, Founder and Senior Management consultant, have worked together in several challenging transformation projects.