Nobody ever talks about wanting to take a static, sterile approach to leadership. Yet static leadership is probably the norm. In an article for the Wall Street Journal, Deloitte’s Amelia Dunlop discusses three ways CIOs can get dynamic about their strategy:
- Translate strategy into explicit implementation guidelines and choices.
- Adapt to rapidly changing conditions.
- Sustain the strategy by building organizational capabilities.
Strategy That Works
CIOs must be able to see how tactical moves add up into strategic moves—ideally good moves. That means being able to take strategy and break it down into clear and valuable tasks:
The dynamic approach begins with leaders articulating actionable design principles that provide direction to teams without being overly prescriptive. For example, an actionable design principle for becoming customercentric might include: “Make the first moment of customer contact memorable.” By giving the implementation team such a specific direction, leaders enable their people to understand where to start and how to evaluate findings without prescribing exact solutions.
Next, when Dunlop says CIOs should adapt to changing conditions, she also means that CIOs should be keeping an ear out to actually know when conditions are changing. She highlights the possibility of crowdsourcing improvement ideas within the business. And when changes are identified, it is up to CIOs to decide if a quick pivot in IT will suffice or if a full change of IT attack is required.
In order to make changes stick, they must be baked into new organizational capabilities that enable them. Change should occur at a small scale at first, and it should begin with work that encourages organizational learning, like pilot projects. A gradual shift will cause less alarm and create a higher likelihood of ultimate buy-in.
You can view the original article here: http://deloitte.wsj.com/cio/2017/01/04/a-dynamic-approach-to-strategy-execution/