Strategy and Execution
We have a proprietary method for creating a strategy and execution plan that enables you to achieve what you really want.
Right at this moment, there is a future for you and your organization that is likely to happen. There are forces at play as well as conditions in the world that will probably lead to it. The proverbial “box” of your own thinking and action is perhaps the most significant of those forces. This future may not match what you really want.
Moreover, your future at any given time has enormous influence on your thinking, communicating, and acting in the present. Even if you are unconscious of this likely future, it affects you; how enthusiastic you feel, or how resigned and tired you feel; how inspired you are, or how “business-as-usual” you are; whether your creative imagination is stimulated, or not. This affects everyone in your organization.
The Achilles heel of strategy is at least five-fold:
- Translating from the planning room to execution in the real world. Strategies fall down here.
- A sense of “been there, done that.” Even “stretch goals” can have a quality of flatness to them, or a sense that they are a “pipe-dream” and not grounded in reality.
- Lacking ownership throughout the organization. Hierarchical-built plans. Not a mutual creation.
- Predictable: forecasting has a quality of extrapolating the past—not an inspiring adventure into a freely created future.
- Difficult to “get out of the box” of your own thinking.
Merlin was King Arthur’s magician and advisor. Born in the future and living backwards through time, he knew what the future held. “Some people call it having second sight,” he said to Arthur, describing his ability in The Once and Future King by T.H. White.
Since Merlin came from the future, he could foretell it. So can you and your colleagues:
Rather than standing in the present looking toward the future and inventing a strategy to get there, we have invented a unique method for you to stand in the future, look back at the present, and design a strategy. It is a rigorous way to clear out your thinking—to get “out of the box.” If you and your colleagues were freely creative, unlimited by past-based, habitual thinking, what kind of a future and strategy would you create together given what you are interested in and committed to?