The turbulent business environment which most organizations inhabit, has impacted the degree to which it is possible to plan strategic change. The pattern of external factors impacting organisations, has become more complex. A more responsive and adaptive approach is required in order to identify these factors and take early advantage of the opportunites to innovate or mitigate threats.
Planning strategic change is most effective when it recognizes and builds on the operational pulse of the organization.
Creating strategic change is about getting fit for an uncertain future, while also ensuring operational stability. Most analysts agree that strategic change derails as a result of inappropriate timing and lack of engagement.
While there is no blueprint for success, there are some tried and tested guidelines for increasing the likelihood of achieving the desired results.
Deciding when to launch new initiatives relies on the ability of business leaders to think strategically:
Scanning the wider world, their market places and their operating environment
Identifying the pattern of external and internal factors driving their strategic change
Assessing their stakeholders’ attitudes and expectations
High performing organizations are adopting a participative approach to strategic planning, which surfaces all existing and proposed change initiatives and allows them to be evaluated in the light of strategic imperatives.
Change overload and fatigue are common complaints from Directors. At the same time, new initiatives are championed and obsolete ones are seldom ‘killed.’
Mapping all change initiatives against the business planning cycle, highlights conflicts and interdependencies, while providing an holistic view of the agenda the organization is being asked to embrace. Pinch points become apparent and Director time can be focused on steering multiple initiatives concurrently.
A participative approach to planning, ensures that constructive challenge becomes part of an effective process to determine which initiatives are Mission critical and when they should be launched. A common agenda is created and Directors can begin the process of engaging their stakeholders in the journey.