Post by account_disabled on Mar 4, 2024 3:21:02 GMT -5
The architect Frank Gehry is known for consistently satisfying his clients. Even when the briefing was superficially clear Gehry always wanted to understand the why behind the assignment. He was able to work out the actual motives of the city of Bilbao to convert an old building into a museum for modern art namely to establish the city as a tourist magnet. The result not a restoration but the Guggenheim Museum Bilbao which as an independent work of art continues to attract visitors to the city to this day.
Anecdote have to do with leadership Thats what this article will Country Email List be about. Culture eats strategy Not necessarily As Peter Drucker rightly expresses in his quote Culture eats strategy for breakfast no matter how well thought out a strategy is the corporate culture is not equipped to implement it. Sustainable corporate success is based primarily on the people in an organization whose actions are in turn shaped by the prevailing culture. Therefore the following picture is not uncommon in practice Many companies have a strategy but find it difficult to implement it. The strategy is developed by company management planning departments and with the help of external parties.
The operational business areas the plans fizzle out or take on a life of their own. The reason The motives behind the strategy the why are rarely sufficiently explained. If this is not the case the following typical behaviors can be observed particularly at middle management levels The strategy is not sufficiently known present or understood and is not fully taken into within the teams. The strategic orientation leads to supposed contradictions and inconsistencies in the respective specialist areas andor clashes with existing goals and interests. It is difficult to derive specific tasks for daily work as well as the implications for the existing daytoday business in the teams. Managers as translators and motivators One.
Anecdote have to do with leadership Thats what this article will Country Email List be about. Culture eats strategy Not necessarily As Peter Drucker rightly expresses in his quote Culture eats strategy for breakfast no matter how well thought out a strategy is the corporate culture is not equipped to implement it. Sustainable corporate success is based primarily on the people in an organization whose actions are in turn shaped by the prevailing culture. Therefore the following picture is not uncommon in practice Many companies have a strategy but find it difficult to implement it. The strategy is developed by company management planning departments and with the help of external parties.
The operational business areas the plans fizzle out or take on a life of their own. The reason The motives behind the strategy the why are rarely sufficiently explained. If this is not the case the following typical behaviors can be observed particularly at middle management levels The strategy is not sufficiently known present or understood and is not fully taken into within the teams. The strategic orientation leads to supposed contradictions and inconsistencies in the respective specialist areas andor clashes with existing goals and interests. It is difficult to derive specific tasks for daily work as well as the implications for the existing daytoday business in the teams. Managers as translators and motivators One.