We want to eradicate as many time-sucking, energy-depleting strategy meetings as possible—and replace them with inspiring and productive strategic conversations. Designing these essential conversations should be a craft, not an accident. The following five chapters share the key practices behind each of these principles, with a bit of supporting theory and ample illustrations along the way. Afterward, people grabbed their bags, caught flights home, and that was the end of it. Or a strategic planning session packed with presentations that lay out one fact after another without illuminating the choices at hand. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization. Reviews Strategy is one of the most over-used, poorly understood words in the business lexicon.
The meeting is in a big hotel near the center of town. But so could you, we suspect. In the past five years, the business world has seen the birth of a new breed of company - the Exponential Organization - that has revolutionized how a company can accelerate its growth by using technology. What if you had a better sense of how to create memories that matter for your children? Bruce had his chance to be a hero at a key moment. We could go on and on. A senior executive at an international development agency, Bruce was about to host one of the biggest meetings of his career.
Every day we find ourselves in situations where we need to say no: to people at work, at home, and in our communities; because no is the word we must use to protect ourselves and to stand up for everything and everyone that matters to us. We came away with radical alignment that would not have happened otherwise, he says. If you interact with people who can affect your future, or whose future you are trying to affect steer, route, direct, etc. Drawn from the insights and expertise of psychologists, innovators, effective leaders and some of the world's foremost creative thinkers, he presents the essential questions readers need to make the best choices when it truly counts, with a particular focus in four key areas: decision-making, creativity, leadership and relationships. But their book convincingly portrays this journey of learning as one which is both intellectually rich and offers great emotional and professional satisfaction in helping others achieve breakthroughs. Strategic conversations happen in lots of places. Summary Moments of Impact is a book on a mission: to eradicate time-sucking, energy-depleting workshops and meetings.
Their purpose may be more to reassure employees and investors that someone is awake at the wheel than to provide real guidance for decision-making. Lots of strategic conversations turn out okay—neither home runs nor disasters. Drawing on decades of experience as innovation strategists—and supported by cutting-edge social science research, dozens of real-life examples, and interviews with well over 100 thought leaders, executives, and fellow practitioners— they unveil a simple, creative process that leaders and their teams can use to unlock solutions to their most vexing issues. The ideas presented here are not necessarliy new, individually, but the way they are put together to form a cohesive whole in designing the appropriate discussion and process for arriving at a common solution is quite impressive. Their defining features are that the stakes are high, the answers unclear, and the participants are expected to create real insights together—rather than play out prepared scripts—across organizational boundaries. To set the right tone, Grimmer introduced the activity with a slide that had just three words— Baby Food Fight! Henry Mintzberg made this observation back in 1994 with his seminal work, The Rise and Fall of Strategic Planning.
When we think about the amount of time spent in unproductive meetings, Moments of Impact takes the traditional meeting off life support and gives it new possibilties. In this book, two experts crack the code on what it takes to design creative, collaborative problem-solving sessions that soar rather than sink. This is a thoughtful, useful and beautifully designed book. Ertel and Solomon set out to make it meaningful again, drawing on decades of experience running real strategic conversations. What kinds of insights and next steps do you want people to walk away with? They weave together a lively and compelling mix of social science theories and research, interviews with more than 100 thought leaders, organization leaders, and practitioners, as well as dozens of anecdotes and practical cases from diverse organizations. What are the desired outcomes? Moments of Impact shows how they can, offering an actionable model for sparking creativity and driving change.
Copyright © 2014 by Chris Ertel and Lisa Kay Solomon. . We need strategic conversations - this book shows you how to design them. Chris Ertel and Lisa Solomon collaborators of mine for many years have provided a practical and insightful guide to shaping consequential strategic conversations. The book concludes with a Starter Kit which recaps the information in the book as well as providing a workbook for having your own strategic meeting.
Meanwhile, the idea of a corporate grand strategy as a source of sustainable competitive advantage is also losing ground. Las transformaciones se diseñan y ejecutan al mismo tiempo que las empresas operan. They lift participants above the fray of daily concerns and narrow self-interest, reconnecting them to their greater, collective purpose. We suspect that most large organizations today have far more hyphenated strategists than people in central strategy offices, which tend to be lean and mean when they exist at all. As the date approached, Bruce was petrified that the two-day session might flop. Odds are, you have some ideas on how to set up a strategic conversation—but less than total confidence in how to get great results.
They carry an immense price. At the corporate level, company leaders tend to set broad direction and then expect to deal with a shifting menu of issues rather than lay out a detailed agenda for years to come. Most of the time, they involve at least five to ten people and at least half a day. They invite participants to play out their established roles while multitasking on the side. Strategy is thus a pervasive and fluid activity in most organizations today, with key issues and opportunities popping up in different parts of the organization at different times, calling for a host of different approaches.
These days, the notion of three- or five-year strategic plans with their predictable, incremental improvements feels quaint—more like a relic of the Soviet era than a leading practice of a dynamic, modern business. After that, the other players also got in character and raised their game. What kinds of insights and next steps do you want people to walk away with? In our fast-changing world, organizations have important challenges and opportunities to address - and no time to waste. What kind of environment are you creating to help them be productive? A world where a political coup or a tsunami on the other side of the planet can disrupt markets in surprising ways. I am a design professor so I wasn't thinking of how to use this in a corporate setting or for non-designers and even though my students and I were not the target audience I still found the content incredibly constructive.