Where is the leader in their
integration into the
 Initial personal
of 2


Published on: Mar 3, 2016

Transcripts - NarrativeInteli_2016

  • 1. ARCHITECTURE FOR STRATEGIC NARRATIVE Where is the leader in their integration into the culture/tenure?  Initial personal sensemaking as a new leader  Re-defining the setting and focusing in based on lens of external drivers  Experimentation  Managing responses in reaction to stirring the setting up  Calibrating responses  Setting priorities (#3) Guidance* to the executive is calibrated to where they are in their own integration and understanding of the culture. In particular, how the culture engages in strategic thinking and planning processes. * Data collection, listening tours, “Who am I?” narrative, values measurement, managing barriers to sensemaking. Sensemaking: Testing the observations and conclusions about the external drivers of the strategy with trusted advisors and trusted peers. Determining who to involve and how in the process of conducting an Environment Scan* and development of a Strategic Narrative aided by group exercises to expand thinking. ± *Group sensemaking based on review and discussion of SWOT’s, Industry and Market data, Customer Needs, competitor analysis etc. ±Simulations, field observations, design thinking, systems modeling, scenario development etc. NOTE: The leader can write a first draft of a Strategic Narrative that would then be cascaded throughout the organization. A leader may choose to set the bounds of the strategic thinking. The leader can provide a strategic intent or framing of the priorities with an inspiring future image. This narrative acts as a sense giving or direction for interpretation with enough ambiguity to invite a diversity of interpretations. The process often includes the iterative refining of the message. This cascading process is designed based on the organization’s size, current venues for sensemaking discussions and transparent communications systems. Guidance is provided on how to use narrative methods to produce a first draft and how to structure the iterative cycles to engage others in the organization. Format and use the Strategic Narrative throughout the year in all group venues and with customers or other constituents. Create structures and norms to support ongoing conversations throughout the year. Use social media or other dynamic methods for communicating to consistently gather feedback on employee reactions to change, messages, updates etc. Build in methods for ongoing collection of customer data, ways that leaders are physically going to where the work is being done and observe effectively (e.g., Rounding, Gemba Walks, MBWA), looking for and sharing best practices, story collection and story banking. Tie the deployment of the Strategic Narrative to the Strategic Planning process. Once the Strategic Narrative has stabilized, the organization would engage in the more deliberate or straight line process of translating the narrative into local plans. Guidance would be provided on the use of accepted best practices for developing written plans. These methods would be selected based on the path of skill development which would stretch the current level of strategic planning skill.

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