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Avoid These Common Mistakes When Cascading Strategy : A cascading strategy is essential for aligning organizational goals and ensuring everyone is working towards the same objectives. However, certain mistakes can hinder the effectiveness of this process. Here are some pitfalls to avoid: 1- Lack of Clarity: Failing to communicate the strategic objectives and how they relate to each level of the organization can lead to confusion and misalignment. Example: A Middle East entity introduced a new strategic direction without clearly explaining how it would impact different departments within the organization. As a result, employees were unsure of how their work contributed to the overall strategy. 2- Ignoring Middle Management: Middle managers play a crucial role in cascading strategy to frontline employees. Neglecting to involve them in the process can result in resistance and poor execution. Example: In a Middle Eastern company, the strategy was communicated only to senior leadership, leaving middle managers unaware of their role in implementing it. This led to a lack of buy-in and ineffective execution at the operational level. 3-One-Size-Fits-All Approach: Trying to apply the same strategy cascade methodology across different departments or regions without considering their unique needs and challenges can lead to suboptimal results. Example: A Middle East entity attempted to cascade its strategy uniformly across all branches without taking into account the cultural and operational differences between them. This resulted in varying levels of adoption and alignment. 4-Insufficient Communication Channels: Relying on a single communication channel or platform to disseminate strategy may result in information overload or exclusion of certain stakeholders. Example: A Middle Eastern organization relied solely on email communication to cascade its strategy, overlooking employees who did not have regular access to their emails. This led to poor engagement and understanding of the strategy. 5- Lack of Accountability: Without clear accountability mechanisms in place, employees may not feel responsible for executing the strategy, leading to delays or incomplete implementation. Example: In a Middle East company, there were no established metrics or performance indicators to track progress towards strategic goals. As a result, employees were unclear about their responsibilities and lacked motivation to drive results. By avoiding these common mistakes and taking a thoughtful approach to cascading strategy, organizations in the Middle East and beyond can ensure better alignment, engagement, and execution at all levels. #Strategycascading #Mistakes #Consulting

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Guided Launch of a Competency Modeling Project ... https://lnkd.in/e3j3fSiY #competencymodeling #functionalcompetencies #competencymodels #competencyimplementation #technicalcompetencies #LeadershipCompetencies #competencysystem #consulting

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Sponsored Content: This Strategy Guide describes why a skills-powered approach is needed, the benefits it brings, the challenges organizations commonly face in making the transition, and what a successful skills-powered organization looks like. Read now: https://mitsmr.com/3wfVxTd

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Sponsored Content: This Strategy Guide describes why a skills-powered approach is needed, the benefits it brings, the challenges organizations commonly face in making the transition, and what a successful skills-powered organization looks like. Read now: https://mitsmr.com/3wfVxTd

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How to Engage Stakeholders Step#1 Identify stakeholders using expert judgment, focus group, workshop, OPA, and EEFS. Step# 2 Put the Stakeholder in the Stakeholder Register Step#3 Start stakeholder analysis. Analyzed the stakeholder using upward, downward, sideward Step#4 Prioritize stakeholders using a power interest matrix, stakeholder cube, or salience model Step#5 Once the stakeholder register is updated and criticized. Initiation is completed Step#6 Make a stakeholder engagement plan with strategies to engage stakeholder Step#7 Use SEM- Stakeholder engagement matrix in stakeholder plan checking stakeholder's current and desired engagement state. Step#8 Once the stakeholder plan with strategies to engage them is approved by the sponsor or change control board, Start implementing it Step#9: check if the plan is valid in monitoring and control. If the plan is not adequate, raise a change request to update the plan Step#10 Any time a new stakeholder is identified, he goes to the stakeholders register, then you raise a change request to update the stakeholder plan, Communicaiton plan, resource management plan, and then update the assumption log Step#11 Keep checking your plan is effective and modify if needed

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In response to a post that there is little, or inconsistent evidence of our ability to change culture, I posted a comment. But the notion needs amplification because it’s not just weak research and conclusions, it’s bad advice… it (culture change) is hard, sure, but so is any proper change. But changing culture and behaviours needs to be an intentional outcome and objective … even if it is the quiet part rather than the change headline. With regards to culture change and its little buddy, behaviour change, there is a(nother) factor at play: many transformational change efforts don’t actually attempt to change behaviour let alone culture. That is not the same as evidential proof it cannot be done, which it definitely can be. The difficulty in such summary reviews and common perceptions is that the qualitative evaluation is ignored and inadvertently concludes that so much of the ‘change by numbers’ approach that prevails actually sets behaviour and culture change as derivative residual of process, technology or operating model changes. In effect, most efforts ignore culture as ‘too big’ or ‘too fundamental’ or ‘too woolly’ rather than an real part of the outcomes. And they just ignore it… It’s like the old adage that not having a strategy (which so many also get and do wrong) is a strategy… not understanding or intending to change culture is leaving culture to its most base elements and it becomes feral and distracted from purpose. Proper organizational, team or personal change ultimately involves a change in conditions which includes culture and behaviours. Too many leave it out as the ‘X’ factor or an undefined result. In fact too many advisors and consultants see culture as the third rail - too dangerous to touch let alone committing to engage and target. So it is untended and left to the vagaries of time and accident and fate. If you want to change your culture then execute change in your culture. Be intentional. A good start is content from Geoff Marlow. Also see IdeaLeap and Jane Waterson ✨ bring some insights to the party. #culturechange #behaviourchange #alleffectivechangeisintentional

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🔑Psychological Capital: A Key Asset for Organizational Success The value placed on human assets is becoming a critical aspect of organizational success, shifting the focus from traditional resources like financial💰 or structural assets🏢. Fred Luthans, a pioneer in the field of organizational behavior, proposed that organisational growth should be based on psychological🧠 rather than educational development🎓. Human resources, he claimed, can provide a competitive advantage because they are more inimitable by competitors than physical, structural, or financial resources.  One crucial human resource is Psychological Capital (PsyCap). PsyCap refers to the psychological states that drive motivation, cognitive functioning, and performance in the workplace. It comprises four key components, often summarized as HERO: 🎯Hope - Setting goals and creating pathways to achieve them. 💪Efficacy – Believing in your ability to succeed. 🔄Resilience – Bouncing back from setbacks. ✨Optimism – Expecting positive outcomes in the future. Now you may ask, why is PsyCap so important? Well, research has shown that: ✅ Individuals with higher levels of PsyCap are known to have lower levels of job stress, burnout, and turnover intention, contributing to healthier work environments. ✅Leaders with strong PsyCap inspire and motivate their teams more effectively. ✅ Employees with better levels of PsyCap have enhanced mental health and increased job satisfaction as compared to their counterparts. Here’s how you can develop PsyCap in your own organizations: 🧑‍💼Leadership Development: Train leaders to embody and promote PsyCap qualities. Leaders who demonstrate hope, confidence, resilience, and optimism inspire their teams to adopt these traits. 🤝Coaching and Mentorship: Offer personalized coaching or mentorship to help employees build their own PsyCap. Providing guidance in goal-setting, problem-solving, and stress management supports long-term development. 🌱Well-being Programs: Implement mental health and wellness initiatives that emphasize the importance of psychological resources. This includes workshops on resilience, emotional intelligence, and managing uncertainty. By investing in psychological capital, organizations build a resilient, optimistic, and empowered workforce that’s equipped to navigate challenges and seize opportunities. Let’s prioritize mental well-being and growth at every level! 💡 How is your organization building PsyCap? #souloxy #mentalhealth #wellbeing #employees #psychologicalcapital #psycap #organizations #workingprofessionals

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The Strategic Importance of a ... https://lnkd.in/e_44_exP #competence #businessstrategy #changemanagement #talentmanagement #talentstrategies #competencymanagementsystem #LeadershipCompetencies #HRstrategy #competencysystem #competencymodels #competencies

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➤ 6 Strategy Execution Tips for Leaders to Avoid Mistakes [The Success of Your Strategy Depends On Your Ability to Execute It] 
Here are six corporate strategy execution tips for leaders to get and stay on course: ➊ Actively Engage Stakeholders in the Strategy Design Process Recent Bain research found that successful executive teams, those that achieved their strategic ambitions, overwhelmingly rated their ability to effectively engage their organizations as the No. 1 factor in their success – a full 50% greater than the next most important factor – strategic clarity. ➋ Ensure that Your Culture Aligns with your Strategy Strategy must go through your people and your culture to be successfully executed.  If the way things get done related to your customers, employees, decision-making, market approach, processes, risk, or other cultural factors are misaligned with your strategy, your chances for success are slim. ➌ Include Enough Strategic Detail Your strategy should be simply stated and clear but, just as with any workable project plan, there should be enough actionable detail behind your strategic plan to guide teams forward. This is your opportunity to actively engage your teams. ➍ Establish Aligned Success Metrics To Keep On Track When strategies change, then the way success and failure is measured, rewarded, and corrected must also change. Identify leading and lagging metrics that predict and measure success that are important, fair, accurate, timely, proportionate, urgent, and within your control that relate directly to strategic success. ➎ Keep At It and Assess Strategic Progress Frequently Just like a New Year’s Resolution that lasts only through February, the temptation after a strategy retreat is to go back to the “way things have always been done.”  Keep attention on strategy execution, not just the day-to-day workings of the business. ➏ Create Clear Lines of Communication Dialogue between employees, managers and executives should be often and open to encourage strategic commitment and accountability. LSA Global #Strategy #ManagementConsulting #ProjectManagement #Management #PMO

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Lewin's Force Field Analysis is a tool used to understand and manage change by analyzing driving and restraining forces. It helps organizations identify factors pushing for change and those resisting it, enabling more informed decision-making. Key Points: Driving Forces: Factors that push or motivate change (e.g., market demands, technology). Restraining Forces: Factors that resist or block change (e.g., employee resistance, budget constraints). Balance of Forces: Change occurs when driving forces overcome restraining forces. Strategic Action: Identifies areas where interventions can reduce resistance or strengthen drivers. This model aids organizations in understanding the forces at play and taking strategic action to achieve successful change (Lewin, K., 1947. "Frontiers in Group Dynamics"). A list of the off-the-shelf and bespoke training I can provide is in the comments Tim HJ Rogers Consult | CoCreate | Deliver If you're looking for support in management, change consulting, or coaching to guide your organization through transitions, I'd be happy to chat about how I can help. Whether you need guidance on specific tasks or broader support, I offer flexible, part-time arrangements at an affordable rate of 57 per hour or, for the price of a cup of coffee, we can explore your needs. Typical feedback ... Tim's style, manner and pragmatic approach has been very valuable. His contribution will have a positive and lasting effect on the way we work as a team. ICF Trained Coach | MBA Management Consultant | PRINCE2 Project Manager, Agile Scrum Master | AMPG Change Practitioner | Mediation Practitioner | BeTheBusiness Mentor | 4 x GB Gold Medalist | First Aid for Mental Health | Certificate in Applied Therapeutic Skills #people #process #performance #projects #programmes #pmo #change #processimprovement #projectmanagement #changemanagement #workshops #mediation #coach #icfcoach #mentor #facilitation #training #jersey #channelislands

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١ تعليق واحد

Stop Setting Good Resolutions that fail, Start Meaningful Projects Unlock Your Potential with Personal Project Management By Turning Your Goals into Projects Think like a Pro, adopt Kaizen and Agile Mindset to enable your dreams. https://lnkd.in/e32rntWt

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How to build a strategy, not a roadmap

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💡 Intention: The Surprising Psychology of High Performers In a previous Respondr Roundup, we highlighted that this book by Mike James Ross, Sekoul Theodor Krastev, and Dan Pilat offers profound insights that are particularly relevant to first responders looking to excel in their roles. Key lessons from the book that can significantly benefit first responders: 1. Cultivating a Purpose-Driven Mindset One of the core themes of "Intention" is the importance of aligning daily actions with overarching life and career goals. For first responders, this means understanding the deeper why behind their chosen profession. 2. The Power of Goal Setting and Visualization The book emphasizes setting specific, challenging yet achievable goals as a pathway to high performance. For first responders, this practice can translate into setting personal and professional milestones, such as achieving advanced certifications or taking on leadership roles within their units. 3. Developing Mental Toughness and Resilience Ross, Krastev, and Pilat discuss the critical role of mental toughness in overcoming setbacks and failures. For first responders, resilience can be built through regular mental health practices like mindfulness, meditation, or debriefing sessions after critical incidents. 4. Embracing Continuous Learning High performers, according to the book, are lifelong learners who continually seek to improve their skills and knowledge. First responders can adopt this trait by pursuing ongoing education and training opportunities, staying updated with the latest emergency response techniques, and even cross-training in different areas of emergency services to enhance their adaptability and versatility. 5. Intentional Communication and Teamwork Effective communication and teamwork are highlighted as essential attributes of high performers. In the context of first responders, mastering these skills can mean the difference between life and death. Intentional, clear, and assertive communication during crisis situations ensures that teams function seamlessly and efficiently. For more great insights head to the Respondr platform and sign up to be part of the Respondr Network.

👉Steering Your Success: Critical Success Factors & KPIs in Strategic Management 🛑Strategic management is like navigating a ship – you need a clear direction and tools to track progress. Critical Success Factors (CSFs) and Key Performance Indicators (KPIs) are your compass and gauges in this journey. 👍CSFs: The Essential Pillars Imagine CSFs as the foundational elements your strategy hinges on. They're the non-negotiables you must achieve to reach your strategic goals. Here's the key difference: ✅Universal: While specific goals vary, some CSFs, like strong customer focus or innovation, are crucial across industries. ✅High-Level: They paint a broad picture, not getting bogged down in specifics. 🛑KPIs: Measuring Progress on the Course Now, KPIs are the measurable targets that tell you if you're on track with your CSFs. Think of them as the numbers on your gauges. They translate the high-level goals of CSFs into actionable metrics: ✅Specific & Quantifiable: Revenue growth by X%, customer satisfaction rating above Y, etc. ✅Time-Bound: KPIs have deadlines to assess progress over a specific period. 💢The CSF-KPI Connection: A Powerful Partnership Here's where the magic happens: ☑️Identify CSFs: Define the essential factors for your strategic success. ☑️Develop KPIs: For each CSF, create measurable targets to track progress. ☑️Monitor & Analyze: Regularly assess KPI data to see if you're achieving your CSFs. ☑️Adapt & Improve: Based on findings, adjust strategies or KPIs to stay on course. 🫵Remember: The right CSFs and KPIs are specific to your organization's goals and industry. Regularly review and refine these elements as your strategy evolves. 👉Let's navigate to success together! #StrategicManagement #CSFs #KPIs #BusinessGoals Avijit Majumdar Professor Of Practice Parul Institute Of Management Research Faculty of Management Studies Parul University, Waghodia, Vadodara, Gujarat, India M: 9727731791 [email protected]

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This design process engages leaders in questions about productivity and capabilities. It provides an opportunity to create a way of working that fully resonates with an organization’s unique purpose and values: https://mitsmr.com/3SsnRIc

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