Volume 3, Edition 7

"The bend in the road is not the end of the road unless you refuse to take the turn."

——Anon
 

TESTIMONIALS FROM MAY 07 DC WORKSHOP

“The overall explanation of Systems Thinking was very thorough.”

“This workshop has given me a clear road ahead.”

“Great learning opportunity. I will apply this model to my personal and professional life.”

“I like the teachers and the passion, experience and energy that they bring.”

“I wish I had learned about this way of thinking several yeras ago.”

“Well focused on end result and very accommodating in addressing needs of the class participants.”



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 Strategic Thinking Times, is a Newsletter published by the Haines Centre for Strategic Management.

© Copyright 2007 

Strategic Tools

TOOL #7: OPERATIONAL FLEXIBILITY

Strategic Consistency & Operational Flexibility

Systems Question:

"What do we centralize (outcomes) and what should we decentralize (means)?"

In today’s world, it is key to build strategic consistency (the “what”) while maintaining operational flexibility (the “how”). Focus on what is strategic and what is operational.

“Either/or” questions, such as centralize vs. decentralize, are too simplistic today. One size no longer fits all. Consistency isn't always the answer, especially in the “how to” arena.

Strategic consistency (the “what”) to your vision and operational flexibility (the “how”) are the successors to the centralize vs. decentralize dilemma of most organizations.

Principle:

There are many different ways to achieve the same desired outcomes. Thus, the key is to ensure the right people are involved in planning and implementing the solution.

Examples:

Organizations need both better strategic consistency and more operational flexibility in today's fast-paced world.

"People support what they help create."

• Today's perspective requires a different way of looking at organizations in this new fashion. It requires a much higher level of wisdom and maturity not to abdicate or to be “all controlling” but to find the middle ground of interdependence.

• The Third Level of Maturity is required for this interdependence and flexibility to work best.

Whether in your personal or professional life, leaders and parents need to define the few things they need to ensure strategic consistency in their family, department, or organization. Be clear on what is required to be strategically consistent, such as your core values and beliefs, your ideal shared vision, and key strategies.

• In addition, most organizations need strategic consistency only in the following few areas:

—Financial Arrangements

—Management/Succession Planning

—Organization Identity and Visibility/Positioning

• Beyond these few strategic consistencies, operational flexibility and empowerment should reign for all employees once they are given the proper training and tools.

In your personal life , find tolerance for other family members, friends, and colleagues. Allow them the flexibility to live their lives as they want, as long as they stay true to the agreed upon family values.

For children, For children, specify as few rules as possible but adhere to them with integrity and consistency.

Summary–

Delegate and empower the “means” to those closest to the task.
But first, ensure clarity and agreement on outcomes (the “ends”).



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UPCOMING EVENTS

Leading Strategic Change: Enterprise-Wide
The Systems Thinking Approach®

EARLY-BIRD DEADLINE: JULY 23, 2007

San Diego, CA
When:     September 5 - 6, 2007
More Information


Strategic HR Planning and Management
The Systems Thinking Approach®

Perth, Australia
When:     August 9- 10, 2007
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Group Facilitation: Practice–Practice–Practice

EARLY-BIRD DEADLINE: SEPTEMBER 9, 2007

San Diego, CA
When:     October 23- 25, 2007
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EARLY-BIRD DEADLINE: SEPTEMBER 18, 2007

Perth, Australia
When:     November 1- 2, 2007
More Information

GLOBAL PARTNER FOCUS

Jeri Denniston

Centre Principal

San Diego Office

E-mail: jeri.denniston@HainesCentre.com

Henry Kwok

Centre Global Partner

Singapore Office

E-mail: wkkwok@singnet.com.sg