If conventional approaches don’t suit complex organisations, what does? We identify four tools that may be used to guide these organisations in a way that preserves their innate ability to learn and adapt in their changing environments.
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How can we bridge this artificial ‘divide’ between strategy and execution?
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What causes this lack of strategic thinking amongst people in an organisations? And how can we resolve the situation?
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Many would argue that we have be more “strategic” in our approach. Job advertisements and role descriptions describe the ideal candidate in these environments as being strong “strategic thinkers”. What does this really mean and how can we develop that ability?
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But no matter how great the thinking, the strategy is useless unless it gets executed. Most senior leaders know that developing strategy is only the start of the process.
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With the pace of change accelerating, virtually every team leader must be able to continually clarify where the business is going, why this is necessary, how everyone can contribute and what their efforts are achieving. This requires being clear in several important areas.
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The vision of leadership permeates the workplace and is manifested in the actions, beliefs, values, and goals of your organization’s leaders. This vision attracts and affects every employee who is engaged in living this set of actions, beliefs, values, and goals. They want to share your vision.
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Some scoff when leaders share bold ideas, imaginative goals, and seemingly impossible dreams, but ideas, imagination, and dreams are the fabric positive leaders weave together to create the future and change the world.
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Conventional change management approaches have done little to change the fact that most change programs fail. The odds can be greatly improved by a number of counterintuitive insights that take into account the irrational but predictable nature of how employees interpret their environment and choose to act.
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Donald M Berwick is the former President and CEO of the Institute for Healthcare Improvement, which he co-founded and led for 18 years. At our final leadership lecture in the 2013 series, Don shared his experience of the health care system in the United States, relating it to the changes currently seen in the English NHS.
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Don Berwick, Founder and former President, IHI, about the role of clinicians in leadership speaks with Richard Bohmer, Professor of Management Practice, Harvard Business School and International Fellow at The King's Fund.
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Senior Fellow at The King's Fund, explains that to continually improve health and social care, we must design collective leadership.
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