New beginnings are tools for success. They are a challenge and an opportunity. The challenge is to be a student of past and present conditions; the opportunity is to build a vision that utilizes past and present strengths.
Past historical analysis provides an understanding of culture. What gave us what we have? Was our success based on riding a trend that anyone could have ridden? Have we experienced both growth and shrinkage? Faced adversity both internally and from the external world? Are we product innovators, product enhancers or low cost duplicators? Has our management come from within or are they hired from outside? What has been our economic engine?
Present environments must be evaluated in a way that respects reality. As an organization, we must accept what we are, not what we want to be. Are margins growing? Have our revenues been growing? What is the benchstrength of our personnel? Do we have technical skills required for today? Are our people capable of conducting research, identifying trends and capturing innovations to ride those trends? Do we know our echo system? Are we in touch with its world and understand how it influences our success? Have we built relationships with the echo system influencers? What activities are measured to determine strategic successes? Are succession plans in place for employees, management, CEO, customers and products?
The future is a portrait drawn by the past and present that assists an organization to embrace its possibilities. Do we need cash insertions? What cultural aspects do not fit? What gaps are evident in human assets? How will processes hold the organization accountable for commitment and action? How will our future affect relationships internally and externally? What learning must be acquired to be prepared for the next new beginning?
New beginnings are just NEW. Organizations must know “thyself,” have resolve to be flexible and ambidextrous with the discipline to accept ambiguity, moving tirelessly through this NEW, knowing another is a breath away.
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