Events
Preparing for Strategic Issues
Monday 11 April 2011
A challenge for many organisations is being prepared for the key strategic issues they face. I define a 'Strategic Issue' as anything that requires you to commit organisational resources in order to deal with the issue. Many organisations are great at preparing for those expected events - this is a typical budgetary approach where set expenditures are anticipated and funds allocated.
But how do you prepare for the unexpected events? Too few organisations allow themselves the structural flexibility required to deal with the surprise event. In almost all cases, those organisations will lack any formal or even informal approach to environmental scanning and the end result is an inability to spot emerging issues, opportunities and challenges. Because of this missing capability, enabling a strategic or operational plan to be flexible is lacking.
And that spells trouble. The key then is to ensure you generate a formal and informal model for capturing emerging signs of potential change. Only then will your strategic plans have the kind of flexibility needed to deal with the unexpected
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Events
Monday 2 April 2012
We recently held a Strategic Planning session just out of Christchurch in Lansdowne in New Zealand on the 31st of March. Many of us had a chance to spend some time in Christchurch and look at the sad state of the city only a year on from the devastating earthquake. There's still much to do and both civil and strategic planning is high on the agenda of businesses across the region.
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Monday 30 January 2012
I've had a good opportunity to study all sorts of organisations up close and personal so take this as one person's informed view as to the barriers to getting change to happen and to stick. There's lots of talk about internal competencies, about getting people on board, about clear direction and good communication of what is planned. But in the end my experience working across industry sectors leads me to pick one, above all other barriers to change - permission.
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Thursday 19 January 2012
Founder of The Australian Strategic Planning Institute and Director of Looking Up Feeling Good, Marcus Barber has written an article highlighting the commonalities across doing well and doing poorly organisations which you can download for free via this link:
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