Strategic management is key to business success in any organization. The goals that are developed to help meet the mission and/or vision of any business must be aligned with competitors. The ability to integrate strategy within these goals allows for competitive advantage to be obtained, granting that business the ability to shine within the economy.
The implementation of these strategies is sometimes difficult, though. The transformation of the strategy and proper deployment are important skills to possess as a manager.
Most importantly is the recognition of challenges and issues within the organization. Management must be comfortable talking about these 'barriers' within their entire team of employees to properly address how each issue/challenge will be handled. Much too often, the discussion of such items is done in a secretive fashion of which many stakeholders are not aware. Case in point: interpersonal conflicts are handled in many different fashions. Those who are 'closed' about the situation (conflict) have unmeasurable issues that lump into a series of undesirable outcomes. Had the issue been discussed early, the issue could have been resolved before it became much larger. The trait of being open and confronting challenges is admirable in any given organization due to the proactive approach at moving forward. In a business-situation, it is important for these discussions to occur within the entire organization so that all stakeholders are engaged in the conversation at-hand.
Beyond having an open form of communication, the discussion must be worthwhile. "A conversation about strategy needs to move back and forth between advocacy and inquiry" (Beer & Eisenstat, 2004). It is essential that the conversation be outlined, prioritized, and public in a fashion that engages all stakeholders with the understanding that all are welcome to give their honest opinion on the said topics. This structure is important to ensure that the chosen items (i.e. challenges, issues) are discussed and resolved in a documented fashion.
When it comes time to have this discussion, it is important that the leadership team is well prepared and parliamentary about the meeting rules, agenda, etc. All items should be laid out publicly so that all whom wish to be involved have the opportunity to do so. Prior to the meeting, the items at-hand should be researched so that there are figures and data available to present. For example, if there is an issue with a particular department's productivity, a report must be generated and available for presentation at the meeting which shows the productivity as compared to other departments. Additionally, rules should be shared at the beginning of the meeting, placing an emphasis on the fact that all voices are welcome and all conversations will be held in a confidential fashion, protected from any risk of job loss.
The goal of the meeting should be to form an ideal solution to any given problem(s) as listed in the meeting agenda. Management should record detailed notes and include thoughts of all stakeholders on how the said issue can be properly, effectively, and efficiently addressed. The solutions should be written in the form of a measurable plan that can be reviewed by management and further discussed at upcoming meetings.
Overall, the most important component of any strategic goal is to include everyone and work in a manner that allows for freedom of speech, collaborative inquiry towards improvement, and a measurable level of success. In doing so, all issues and challenges have the opportunity to be properly addressed and resolved in an effective manner. Upon the resolution of such challenges, the organization will be strengthened, which will lead towards overall competitive advantage.
Reference:
Beer, M., & Eisenstat, R. A. (2004). How to Have an Honest Conversation About Your Business Strategy. Harvard Business Review , 82 (2), pp. 82-89.
Great job Tyler!
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