Today\u2019s world is volatile, uncertain, complex and ambiguous (VUCA). This calls for a paradigm shift in order to stay capable of acting and making decisions.\u00a0 The mantra of \u201cpredict and control\u201d can hardly be applied in this VUCA world, which disqualifies most of the traditional management approaches.<\/p>\n
For the development of strategies we need a new approach containing the treasure that is essential for the future success of any organisation or company.\u00a0 Its goal should be to revitalize change initiatives \u2013 and hence become a living strategy.<\/p>\n
The following seven steps are the way to the living strategy:<\/b><\/p>\n1.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 What is there to strengthen us?<\/h2>\n
In contrast to the formerly used deficit orientation, suitable strategies are developed through the perspective of strengths, values and the uniqueness of the organisation.<\/p>\n
The consequent sight forward, bearing in mind what is already laid out, is more in touch with the future than the orientation towards the past.<\/p>\n
If you are able to put more trust in how you yourself perceive the organisation, it will lead to more security and orientation in challenging times.<\/p>\n
Directions of impact can be defined using this perception and strength.<\/p>\n
The managerial strategy tools (SWOT, five forces, market analysis etc.) are not the basis of decision-making but can enhance the immersion and implementation of the chosen directions of impact.<\/p>\n
In this step it is discovered what could support us or prevent us from finding new ways.<\/p>\n
The word \u201cemotion\u201d contains \u201cmotion\u201d. Emotion is movement. Movement is emotion. The conventional separation of thinking, feeling and acting cannot be upheld in the VUCA world. It would lead to a standstill. The moment of action begins with the perception of the whole, the good within the bad and the bad within the good.<\/p>\n
\u201eGenerating solutions independently from the problem\u201c<\/p>\n
In this step we connect the previously defined directions of impact to the vision. Long-term goals, in contrast to the traditional approach, just serve as reference for the directions of impact and not as their basis.<\/p>\n
We start to paint a picture of the solutions\u2019 qualities and connect the previously defined directions of impact to the vision.
\nThe problem and the solution are independent from each other. It is important to identify the size of the solution space and to be able to describe it.<\/p>\n
During the previous step the vision and the directions of impact were connected, which opened up a fund of possible solutions. Now it will have to be decided which of those we want to realise.
\nThe chosen directions of impact are made concrete.<\/p>\n
The three qualities of organisation:<\/p>\n
1)\u00a0\u00a0\u00a0 What helps us the most on our path towards the vision? (the lever)<\/p>\n
2)\u00a0\u00a0\u00a0 What is most powerful? (the chili adds spice and energy)<\/p>\n
3)\u00a0\u00a0\u00a0 From what do we need more, from what do we need less? (the magnifier brings us clarity)<\/p>\n
Getting out of the clouds and towards the ground \u2013 from wishing towards wanting. In this phase, concrete, practicable next steps will be identified. Within the directions of impact, leading initiatives are defined, which will get the strategy into motion. They are oriented towards vitality. Vitality can be spotted in the centre of attention. Sometimes, however, it is discovered in the quiet corner.<\/p>\n
Creating a room for the new and protecting it, and how am I concerned? The directions of impact are connected to each other and to the day to day business activities. \u00a0Similarly to a greenhouse, the young sprouts of the new need space and protection to survive. The power of the day to day routine is often too strong. At the same time, change needs everybody\u2019s participation. \u201cHow am I concerned?\u201d as an important element of strength for the implementation.<\/p>\n","protected":false},"excerpt":{"rendered":"
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