A study by world-renowned management thinkers Professor Gary Hamel and CK Prahalad has noted that in most organisations, less than 3% – 5% of executive time was devoted to looking outwards and developing foresight. Instead they recommend that 20% – 30% of executive time must be devoted to formulating a strategic view of the future
The Board-CEO strategy dilemma
As a pure management science, long-range thinking is one of the most difficult skills to test and verify in both practicing CEO’s and applicants for the top job. The most trusted IQ and personality tests that aspirant executives are put through hardly reveal any of the critical dimensions of a long-range thinker, let alone guarantee that the ‘A’ candidate will be able to look after the long-term welfare of the organisation. It is hardly surprising therefore that the majority of Board-CEO fallouts invariably site differences on long-term strategic direction as the main bone of contention.
Even for the most astute recruiter, predicting the probability of strategic naivety for a CEO prospect is, at best, a guessing game. Once appointed, the new CEO is presided over by a board whose long-range view of any business is encumbered by its limited understanding of the organisation’s industry and changing dynamics.
CEO’s therefore must champion the insight mining cause to gather intelligence on the industry, competitors and markets that the board needs in order to develop enough strategic foresight. Reality however could not be further from the truth. A study by world-renowned management thinkers Professor Gary Hamel and CK Prahalad, noted that in most organisations, less than 3-5% of executive time was devoted to looking outwards and developing foresight.
Instead they recommend that 20-30% of executive time must be devoted to formulating a strategic view of the future. A further study by Robert Kaplan of the Balanced Scorecard fame reveals that more than 80% of executives spend less than 1 hour a month on strategy discussion. Astonishingly, a staggering 50% spend no time at all!
Lack of strategic insight therefore relegates boards to reviewing thick board packs limited to conformance monitoring aspects around governance and compliance. The board-executive structure of most organisations therefore is at its weakest when it comes to instigating the long-term strategic thinking debate. Who asks the tough questions and who provides the answers? Who proposes and who provides the critique between the Board and the executive committee?
‘Strategic Thinking’ is every leader’s business
The long-range strategic thinking role of the CEO is not just limited to board level input, but is critical to instill to the rest of the executive and senior management teams as a way of doing business. Consider the following hypothetical example of a cruise ship operating company.
Much like the captain of a cruise ship is charged with its safety and adherence to its voyage plan, the CEO of the cruise company itself is charged with overall asset protection, appreciation and growth plans as agreed with shareholders. Further analysis of the two roles however, reveals a more complex set of variables that transform what are, seemingly, straightforward roles, into constant give-and-take decisions. They both need doses of the near-term view as well as a healthy big picture perspective; these two components are core to the practice of strategic thinking.
For the captain, he must constantly take trade-off decisions between providing passenger service with adequate stopover intervals in ports en route and keeping to the time schedule of the voyage. He must balance operational efficiency and safety of the voyage with the need to increase speeds between ports to stay on schedule: fuel consumption and safety risk will increase as a result. He must constantly monitor changeable whether conditions, wind speeds, the swell of the oceans and visibility changes and how all of this impacts voyage safety, economy and time schedule.
On-board the ship, guest services such as catering and entertainment are rendered in accordance to a fail-safe voyage schedule with low tolerances for error to guarantee the desired economic return when replicated over many voyages.
The captain’s job therefore is about constantly reviewing the long-range plan of the voyage while negotiating the short-term potential challenges facing it. Central to his performance is the need to optimize tactical changes to the voyage, sometimes enforced by safety requirements, with the need to maintaining the economic proposition of the cruise business itself. He must plan, forecast and anticipate the voyage as it unfolds in phases from port to port without neglecting the global perspective of the final destination and the economic payback to the larger business.
For the CEO, he has to wrestle with capital demands of maintaining a fleet in an environment where safety reputation is the heartland of the business. He must champion a culture of safety-based customer service that keeps the passengers coming back while maintaining the attractiveness of the company to investors, financiers and analysts.
He must have an ear to the ground, tracking industry product and market changes and regulatory environmental issues. Further, the CEO must oversee a balanced portfolio of cruise ships in terms of size and appointments suited for achieving operational and cost efficiencies in the company’s chosen routes. He must continuously track the competitive landscape and rivals’ customer value propositions, enhancing the overall customer experience and the need to balance all of that with costs and margin implications.
He must maintain cost leadership without sacrificing market share growth while staying clear of aggressive price wars that could ultimately undermine profitability. He must be awake to swings in consumer demand that global economic shocks can deal on the leisure travel industry and how his business is prepared for the worst case scenario should it materialise.
He must question the durability of the company’s current strategy and business model and the extent to which it can continue to serve the cruise company shareholders in the long-term. He must clarify the leadership, skills, organisational capabilities and culture that will be required to take the company to the next competitive phase.
Both the captain and the CEO have to make tactical decisions as well as long-range decisions without the certainty of adequate information. In this way, their jobs are similar in profile but not in scope. Each has a unique decision-making context, applying a unique repertoire of strategic thinking skills and competencies along the way while taking resource allocation decisions.
Strategic thinking is more art than an exact science
Championing an organisation’s long-term prospects is part science but mostly art. Business school executive education programs that are case study driven emphasize reasoning skills and analytical logic. They are big on teaching strategy as a process of extrapolating the future using a rear-view mirror approach where past experiential learning carries a big weighting in how executives perceive and judge the probable future of businesses and their performance.
Crucially though, the art of forecasting the future strategy of the company in this way is based on one fallible assumption: that the business model will remain the same. However, the global rate of change currently spares no organisation: unexpected market and competitor disruptive forces introduce a game changer in every industry by the day, with it business models are decaying at an alarming rate.
Arrival of digital photographic technology brought iconic Kodak to its knees as management procrastinated on changing a fast decaying business model even as the ground collapsed around the company. They chose incremental change when what was needed was breakthrough innovative thinking that would have kept pace with the rate of change in the industry, with dire consequences
Long-range strategic thinking is one of artistic dreaming and imagination in which the CEO must intuitively and courageously lead the business model rethink and rejuvenation. Pure science and rationality can then be applied to concretise and test the commercial strength of the business case; it simply cannot be the starting point.
The business-planning craze in many organisations has chocked companies of much needed idea generation and finding new sources of future value that strategic thinking can deliver. Long-range strategic thinking is a game in controlled experimentation ignoring the operational results of the current business model because it is not an incremental management process.
Rather it focuses more on artistically imagining and describing a series of probable, ideal and hostile future scenarios to which the model company of the future must be matched. With every scenario, the model must be concrete enough for its operational and performance implications to be readily apparent.
The transition from short to long-term thinking
The resistance to long-range strategic thinking in most executives is reference to the practice as ‘the warm and fuzzy.’ Abstract art that requires imaginative and creative interpretation in a top gallery attracts the same ‘warm and fuzzy’ description from casual critics hence it has striking similarity to how long-term thinking is invariably perceived.
Making the transition from the concrete world of short-term scientific extrapolation in operational strategy to the warm and fuzzy artistic design of long-range corporate strategy is the biggest challenge facing most CEO’s and executives. Of necessity, taking short-term decisions entails reference to existing, tangible and visible set of data and information in a finite decision space.
The average executive team can achieve this with minimal pain. The long-range strategic decision-making exercise is a voyage into the unknown. It is a barely tangible world, with infinite variables and risks that only brave but artistically deep CEO’s are comfortable to flirt with. The real skill lies in fabricating that unknown future so well that it resembles a picture of reality despite it being a process riddled with uncertainty.
Every business must engage in long-range thinking because it is primarily the source of revitalization and continuous re-alignment of the business model. CEO’s of distinction not only invest copious amounts of time in artistic strategic design but also lead similarly minded management teams at every level whose core job is to keep re-inventing the business and finding new sources of competitiveness. No wonder that strategic thinking ability is singled out as the no.1 executive skill demanded by world-class companies, it is the essence of the CEO’s leadership role.
There’s More To Team Management Than Leadership
When you’re running a business you need to ensure that your employees are on your side, helping you to make profits. Giving them job security, taking them seriously and treating them with respect, will go a long way in enhancing loyalty and productivity.
The staff that work for you determine:
- How happy your customers are with your business
- The quality of the things that you sell
- The costs that you incur to sell your products and services
- Your risks – the things that can go wrong and how much it costs you
All of these things determine your profitability and how competitive your business becomes. How do you ensure that everyone is on the same side and helping you to make profits?
At work everyone believes that they are getting something (such as money) and are giving something in return (such as time and effort). They are weighing up in their mind “how much am I giving, how much am I getting in return and is this fair?” If they believe that they are:
- Giving too much or
- Getting too little
- Then this is unfair, and they won’t work well (poor productivity – how much they produce).
The manager needs to:
- Know what people are thinking about what they are giving and getting and
- Manage the giving or getting side
- So that people become more productive
In a smaller business you sometimes cannot afford to pay more or provide the sort of benefits (pensions, medical aid, bursaries etc.) that larger firms can and so the staff may be unhappy, not be productive and be on the look-out for something better.
How do you increase happiness without money?
- Job security – knowing that you will still have a job next year – and that you will get paid on time.
- Contributing to the success of the business. If you train staff to have the knowledge and skills to do a better job and you then encourage and support them to do this then they are happier, and you increase profits. If you then share some of these profits with the staff that helped you to make them then everyone wins!
- To be taken seriously and treated with respect. If you do this then staff are happier, and they will also treat your customers with respect.
- To be part of the team. You can often do this by having a regular briefing on what your plans are and discussing ideas. Because staff are doing the actual work they will often have good ideas and then will be motivated to implement them – it was their idea after all!
Staff leaving you all the time is a can destroy significant value. If you implement the strategy above, you will have happier staff that are more productive and a more profitable business.
Jeff Bezos Reveals 3 Strategies for Amazon’s Success
One of the richest men in the world shared his leadership tips for running a company.
“It remains Day 1.” That’s how Jeff Bezos, founder and CEO of Amazon, signed off in his 2018 letter to shareholders. He’s been propagating the “day 1” mantra for decades, and it’s meant as a reminder that Amazon should never stop acting like a start-up – even though the company now boasts more than 560,000 employees and more than 100 million members of Amazon Prime, the company’s paid service for free shipping on select items.
Here are some of the most useful nuggets of wisdom Bezos shared in his letter and during a recent onstage interview:
1. Standards are contagious
Bezos says he believes high standards are teachable rather than intrinsic. “Bring a new person onto a high standards team, and they’ll quickly adapt,” he writes. “The opposite is also true.”
If a company or team operates with low standards, a new employee will often – perhaps even unwittingly – adjust their work ethic accordingly.
He also says that high standards in one area don’t automatically translate to high standards in another – it’s important for people to discover their “blind spots.”
Try making a list of your duties, then ask trusted colleagues to tell you which responsibilities are your greatest strengths. If certain things from the list don’t come up during the conversation, it might be useful to think about how you can up your personal standards in those areas.
2. Set clear, realistic expectations
If you’re looking to raise your standards in a particular area, the first course of action is to outline what quality looks like in that area. The second is to set realistic expectations for yourself – or for your team – regarding how much work it will take to achieve that level of quality.
Exhibit A: You won’t find a single PowerPoint presentation at an Amazon company meeting. Instead, teams write six-page narrative memos to prepare everyone else for the meeting.
Bezos says the quality of the memos vary greatly because writers don’t always recognise the scope of the work required to reach high standards.
“They mistakenly believe a high-standards, six-page memo can be written in one or two days or even a few hours, when really it might take a week or more!” Bezos writes.
3. Stay involved with the people you’re serving
Whether you’re selling a product or service, it’s a good idea to make sure you never lose touch when it comes to the people you’re serving – no matter how high up the ladder you climb.
Bezos says he still reads emails from his public inbox (firstname.lastname@example.org) as a way to keep his finger on the pulse of what’s happening with Amazon customers.
He says he believes focusing on what customers are saying is much more important for success than focusing on what competitors are doing, and he often compares customer feedback to company data to see where they misalign.
“When the anecdotes and the data disagree,” Bezos said at a recent leadership forum at the George W. Bush Presidential Center, “the anecdotes are usually right.”
This article was originally posted here on Entrepreneur.com.
You Don’t Have To Go It Alone: How To Find A Mentor As A Freelancer
Need a mentor but don’t know where to start? These tips can help you find your perfect mentorship match.
As a freelancer, having enough time to not only grow your business, but also grow your career can be challenging. Who can you turn to for guidance when you’re the boss? For those who strike out on their own, putting time and effort into finding a mentor (or several) can make a huge difference in establishing a successful freelance business.
Among small business owners who have professional mentors, the five-year survival rate for their businesses is 70 percent, according to a survey by BCSG; among those who don’t have mentors, the five-year survival rate is half of that.
Now that you’re settled into the new year, it’s the perfect time to reach out to your network (or establish a new one) and find a group of mentors. Here are some tips for identifying those who can help you achieve your personal and professional goals.
Evaluate your strengths and weaknesses
As a freelancer, it can be challenging to find the time to step back and examine your professional strengths and weaknesses. While it can be tempting to rely on a mentor to give you guidance on where you need to improve, you’ll get much more out of any mentorship relationship if you’ve done some self-reflection first.
Both will provide you with a detailed explanation of your personality, including analysis about workplace habits, relationships and ideal career paths. The results will help you understand how you interact with clients and colleagues, as well as what types of careers and working styles are likely to be a good fit for you.
If you need more help determining your working style or how to achieve the next step in your career, a career coach could be a great investment. Finding the right coach can help you develop a strong understanding of your own personality and work style. Once you know more about yourself, you’ll be able to better identify mentors who can help you play to your strengths and improve upon your weaknesses.
Form relationships through networking groups
Once you’ve had time to reflect on your professional needs, it’s time to find a mentor. As a good first step, look into virtual and in-person networking groups where you can meet people in your industry.
Networking groups and programs, like Entrepreneurs’ Organization, allow you to connect with other freelancers and business owners so you can learn from what they’ve experienced over the course of their careers.
This can help you find a mentor who’s also gone through the challenges of becoming a freelancer.
The location of your potential mentor can be a determining aspect as well. Having a mentor that lives close by gives you access to knowledge of the local trends and makes it easier to scheduling a quick chat. Meetup.com offers access to thousands of organisations around the world in sectors ranging from outdoors and adventure to fashion and tech to writing. If one event looks interesting, take the time to attend and talk to the other participants. One (or more) may have helpful insights for your career.
Keep in touch with former colleagues and associates
Just because you’ve decided to strike out on your own doesn’t mean you can’t still rely on former coworkers, bosses or other working relationships that you developed before becoming a freelancer.
Those you’ve worked with in the past are already familiar with your working style and approach to business, which is helpful context for any mentor/mentee relationship.
Make sure to keep in regular contact with former colleagues, especially those you admired when you worked together, so that you can use each other as a resource for professional questions or opportunities. Haven’t been in touch for a while? Reaching out can be as simple as sending your congratulations about a new job or reminiscing about an old work memory, but it can go a long way toward helping secure a valuable mentor.
Seek out people who inspire you outside your professional realm
Inspiring mentors can come from unexpected places, not just your professional bubble or your fellow freelancers. Take a few minutes to research interesting organisations in your local area, perhaps through volunteering, and get involved where you can.
Other volunteers might come from unique backgrounds and work in different fields or industries, so their points of view can provide you with unexpected perspective that may help you think about a challenge or client differently. A mentor from a different field has a unique opportunity to see your business from the outside and won’t be bogged down by conventional solutions.
Finding a mentor is one of the most valuable investments you can make for your future as a freelancer and for your personal work enjoyment.
Mentorship makes a difference all the way to the top – 71 percent of CEOs said having a mentor directly improved their company’s performance according to a study in a book by Suzanne de Janasz and Maury Peiperl.
Beyond the financial returns you can see from mentorship, having advisors you trust can make freelancing feel less overwhelming and more rewarding. So, make sure to put yourself out there and start building your mentor relationships.
This article was originally posted here on Entrepreneur.com.
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