I was admonished via email yesterday for not having posted in blog in recent times.
My repost was simple. I quoted David Ogilvy's office memo to Ogilvy and Mather employees. Recently, doing has eclipsed writing.
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Large organisations are characterised by the size of their employee population. Engaging the group to co-operate for combined and individual benefits is the single largest challenge of leaders in such in an organisation. In fact, in some ways, it is the only thing they do.
Tom Schmidt has had a successful career within a number of large organisations. In this episode of 'This I have learnt' he shares with us some of his experiences on how to lead others, but also how to lead and develop oneself in order to be a better leader.
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Are you looking to improve the way you communicate strategy?
If your corporation is populated by human beings, don't fight with the way the species is wired. Forgo the conversations on mission, visions, and values. Your organisation is looking for one thing; brevity and clarity on what needs to be done, and why.
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We have a statement to make.
Over the past two weeks we have had a number of requests asking us to provide our view on the distinction between, vision, values, mission, intent etc.
We could provide the definitions. We have a library of strategy books written by well-informed, intellectually muscular writers, each giving their shade on the rainbow of perspectives.
Here's the problem. Folks want black and white.
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Business Functions (IT, Legal, HR,Communications etc) sometimes feel like poor second cousins to the Commercial Unit when asked to participate in the corporate strategy process. This should not be the case. Functions should be vigorous and confident when communicating the value they can bring to business performance. But in so doing, they need to be clear on the impact they have upon their clients, and their strategic thinking should be as lucid and incisive as their commercial colleagues.
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