In today’s world, organizational performance is measured in a variety of ways: by the public, by Stockholders, vendors, executives, Wall Street, international market evaluators and financial institutions; by employees; by governments and the list continues to grow. What was once a simple metric has become a complex algorithm with input from constituencies far and wide. Organizational report cards are no longer controlled by the organization’s annual report or its PR releases. Report card opinions are published second by second through obscure internet sources dedicated to their purpose not the organizations.
Issues no longer remain local. They are rapidly reported to national, international, and global constituents. Pictures and videos instantly go viral spiraling into the inboxes of unknown observers worldwide. Performance has become transparent. Bad news travels at the speed of the “internet” while good news is destined to drown; hindered by mankind’s inability to accept good news without first authenticating it. The quest for organizations is to develop trust with their audience, who will then spread good news at a frequency that yields its own authenticity.
Trust begins with local entries of good news, substantiated by people who live and work together in the same organization and community; those who know the truth. They can spread the word through a viral attack of their own, develop a culture of sharing truths not rumors; and become a voice for good news. Their efforts will be monitored by those same unknown web observers who will now be silenced by the good news travelling at “internet speed.” Local reporting is the spark which will drive organization’s reality: it is the beginning of global perceptions. Remaining voiceless gives permission to others to set report card parameters that are not in line with organizational mission truths. Therefore, organizations must place themselves online in a way that will encourage locals who use Facebook, Twitter, and/or Youtube to verify the organizations unique image and its stellar performance.
Social Media is the new voice of positive and negative information about an organization. Don’t leave your image to the naysayers. Positive voices must be heard becoming inspiration for constructive activities securing future benefits for everyone.
Sunday, October 31, 2010
September 2010 Deep Insights
Many organizations develop strategy in an executive vacuum. Tactics are structured by managers who are removed from day to day responsibilities and activities. Execution is dictated to front line personnel through meetings, memos or directives. They are to do, not ask why; not point out flaws or make suggestions to enhance or change tactics or strategy; they are confronted with compliance. They are “CHOICELESS DOERS.”
Organizational research statistics gathered throughout the decades have established that more strategies fail than succeed. To understand this failure rate one must look to the structural dynamics of the strategy, tactics and implementation architecture used by organizations. Executives who create strategy represent 10% of the organization’s population and do not structure tactics. Managers or organizational staff personnel, who make up 20% of the organization, create tactics but are removed from those who are held accountable for execution. Those who are accountable for successful strategy and tactical execution represent 70% of the organization’s population. Consequently 30% of the population sets the criteria by which 70% of the population’s execution and strategy implementation, success or failure will be judged; 30% of the population demands compliance and can blame poor strategy or tactics on the 70% for non compliance. “CHOICELESS DOERS” are invisible.
Organizations that convert “CHOICELESS DOERS” to research analysts, active strategy evaluators and tactical testers raise their potential for successful implementation, beyond compliance to commitment. They encourage “CHOICELESS DOERS” to learn while executing. They are taught to make corrections and to analyze tactics, not place blame. They are given resources and coaching when struggling with failure. They are challenged to take risks. They are given a voice and responsibility with authority to alter unsuccessful tactics which inhibit strategic progress. They are recognized for their contribution to successfully implemented tactics for strategic goals. They become “EXPERT DOERS.”
Organizational research statistics gathered throughout the decades have established that more strategies fail than succeed. To understand this failure rate one must look to the structural dynamics of the strategy, tactics and implementation architecture used by organizations. Executives who create strategy represent 10% of the organization’s population and do not structure tactics. Managers or organizational staff personnel, who make up 20% of the organization, create tactics but are removed from those who are held accountable for execution. Those who are accountable for successful strategy and tactical execution represent 70% of the organization’s population. Consequently 30% of the population sets the criteria by which 70% of the population’s execution and strategy implementation, success or failure will be judged; 30% of the population demands compliance and can blame poor strategy or tactics on the 70% for non compliance. “CHOICELESS DOERS” are invisible.
Organizations that convert “CHOICELESS DOERS” to research analysts, active strategy evaluators and tactical testers raise their potential for successful implementation, beyond compliance to commitment. They encourage “CHOICELESS DOERS” to learn while executing. They are taught to make corrections and to analyze tactics, not place blame. They are given resources and coaching when struggling with failure. They are challenged to take risks. They are given a voice and responsibility with authority to alter unsuccessful tactics which inhibit strategic progress. They are recognized for their contribution to successfully implemented tactics for strategic goals. They become “EXPERT DOERS.”
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