The Organizational Strategist

November 2, 2012

Sticking to your values: Strategy to the very core


-Introduction-

Values comprise the genesis of vision and strategy.  These values can be at a corporate level down through an individual level.  From clearly identifying one’s values you establish your baseline on orientation, objectives, and interests.  This baseline can help gauge market fit, potential alignment with a company (if you’re interviewing or investigating partnership), seek the right or wrong short and long term choices, and provide optimal best business environmental conditions for  productivity.  These elements all help show what level of fit a company’s or individual’s values will be with the surrounding environment.  The fit with the environment will enable one to be set up for success or ultimate failure.

-Navigating your Path-

The first component to understand is oneself.  Through that awareness you can set boundaries, enact optimal operating environments, and clearly define decision making frameworks.  This awareness can lead to desired change and/or alignment with others.  Here are some simple examples: sales groups can find the right fit with delivery groups, professional services align to product sales and integration phases, introverted individuals match with extraverted individuals for diversity purposes, and so on. By combining the awareness of oneself with what is needed to execute your strategy, you have a clear gap analysis and actionable areas.

As people and organizations continue market environments, organizational dynamics, and other changes can evolve.  Staying true to your core values is very important, even if making difficult choices has to be done.  By not evolving one’s values or making those choices to stay consistent, that can signal the start of a cascading decline in effectiveness and overall success.

I’ve seen many companies and individuals struggle when they do not have a strong sense of their own values.  Leadership visions, decision making, execution and follow through can all falter if there is not enough clarity and reinforcement behind the driving force.  The early signs can show via culture changes, unexpected behaviors, friction among business units, and a decline in what had been strong.  Values should always represent a strong driving force in vision, strategy, and organizational culture.  As mentioned above, having sufficient awareness can make the action areas clear for strategic implementation.

-Closing-

Know what matters most and least to you.  Make decisions based off of that.  This can lead to your personal success (in whatever way you choose to define it).  These activities of knowing self and organization can dramatically help with understanding what to bring in and what to push out.  From doing that, you can cultivate your organization’s culture and personal fit with perspective partners, employers, suppliers, and definitely customers.  Ultimately, this knowledge can help you and your efforts are more successful when applied to personal or corporate enduring strategy.

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1 Comment »

  1. Vertical knowledge is key for success to the top management in any organization. An interesting article

    http://insnetwork.blogspot.com/2011/06/need-of-vertical-knowledge-by-corporate.html

    Comment by Rauf — November 30, 2012 @ 10:15 pm


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