Events
Resource allocation in times of uncertainty
Thursday 15 September 2011
A common type of question that arises in public workshops is how to make decisions in time of uncertainty. The entire strategic planning process is underpinned by making choices about what is both desired as a business, and what is possible. The best Strategic planning efforts understand the need to make choices that provide forward momentum (results) whilst staying open to potential changes and the unexpected.
What our Organisational Evolution model shows is that the degree of uncertainty for decision making increases when
a) an organisation doesn't really know what it does
b) an organisation has not defined where it wants to go
These two barriers to effective decision making are countered through the same solution - being more effective at expanding and considering the array of available information, so that the assumptions a business makes can be tested for validity. In doing so, not only will the organisation gain clarity as to what it really does, it will begin to sharpen up its assessment of where it needs to go.
For those organisations grappling with the decision making challenge, here's some questions to consider:
- what actions are we undertaking right now that may have minimal relevance to the emerging future we see?
- if our main approach to getting things done became redundant overnight, what might we be able to do instead?
- how do we know we are right - upon what information are we basing our decisions?
Best of luck
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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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