Take a moment to reflect on your grand strategy for your team or organization.
Seriously, take just a moment to sit back and focus on what you plan to accomplish.
Arguably, that exercise has likely revealed that you are in one of three groups:
Group #1: You found this to be a fairly simple exercise as you have invested significant resources to create your plan. You have paid the price in time, energy, and intellectual bandwidth to create the plan. Congratulations. This is good news, but is likely destined for disappointment as you don’t have a process in place to execute the strategy.
The word strategy is bantered about in meetings, classrooms, cocktail parties, and everywhere else.
Perhaps you’ve heard people saying things like:
- “I’m a strategic thinker.”
- “We are shifting strategies right now.”
- “Our strategy this year (or month) is…”
In many instances, the individual, team or organization isn’t truly pursuing a strategy or thinking strategically, they are exhibiting more of a herd mentality.
Some 18 months ago, David Bowie succumbed to a battle with cancer. After his passing, I invested time studying his career. In short order, it became clear that the career choices Bowie made align with what the best thinkers say about strategy
Perhaps it was intuition, studied decisions, or advice from others that informed his career. Whatever the source, Bowie’s career moves were smart moves.
In recent days, cable news business shows, print newspapers, and social media outlets have been packed with extensive commentary about Amazon strategy to pay $13+ billion to acquire Whole Foods. Speculation runs the gambit about the short- and long-term impact of Amazon’s latest move.
Today’s Wall Street Journal (WSJ) says it well:
Earlier this year, The Wall Street Journal (WSJ) proclaimed that Barely Half of 30-Year-Olds Earn More Than Their Parents. The piece, written by Senior Editor Bob Davis, explains that middle class wage stagnation makes it near impossible to reverse this trend. Perhaps these four entrepreneurial lessons will prove them wrong.
Odds are you know something about Disney. Perhaps you’ve:
- Watched Disney movies
- Picked a favorite character
- Made the trek to one of their theme parks
- Bought a Disney toy
- Or, interacted in one of a countless number of ways with Walt’s company.
Heck, you may even be a true Disneyphile (yes, that’s a term) defined as:
Odds are that you have either bought, played with, or at least stepped on a Lego (fellow parents know what I mean).
Why do I believe this to be true? Well, there are lots of Lego pieces out there…
Since inception, Lego has produced over 650 billion pieces. That’s nearly 93 blocks for every man, woman, and child currently living on the planet. They’ve also manufactured 4 billion lego mini figures – one small Lego ‘person’ for every 1.75 people on earth.
You are no doubt familiar with the expression, “ignoring the elephant in the room.” It refers to a big issue that no one in the organization talks about, but everyone knows exists.
Granted some elephants are thrust upon an organization by external forces (e.g., economy, regulatory issues, etc.); however, many are the direct result of allowing baby elephants to mature in front of everyone’s eyes.