Filed under: - Change Execution, - Organization Change Management, - People Change Management, - Strategy and Imperatives, - Strategy Execution | Tags: Change Management, Organization Design, Projects, Transformation
“Where you stand depends on where you sit.”―Nelson Mandela
“The overall name of these interrelated structures is system. The motorcycle is a system. A real system. …There’s so much talk about the system. And so little understanding. That’s all a motorcycle is, a system of concepts worked out in steel. There’s no part in it, no shape in it that is not in someone’s mind. I’ve noticed that people who have never worked with steel have trouble seeing this- that the motorcycle is primarily a mental phenomenon.” ―Robert Pirsi, “Zen and the Art of Motorcycle Maintenance”
The mindsets within which we approach any analysis of strategy execution approaches set up the criteria by we which evaluate them. We all have mindsets and they usually function subconsciously.
What mindsets might underlie strategy execution success? Recently I sat down with one of my valued thinking partners, Brian Gorman. Here is what we came up with: continue reading here