What to Do Next
What else might it be like? If we made the journey even more innovative, what partners would we invite along? Who are our natural collaborators (coopetition)? Who would we want to partner with so that our competitors can’t? For each of these futures, why would we want to take that path? Which of these futures is the most exciting for you? What is it about that future that fires you up? How does that future support the creation of our Vision? Given that we must all be 100 percent behind the future we select if our journey will be successful, which of these shall we NOT consider. Of this short list, which is the harder journey to take, the one least likely for our competition to consider? Are you willing to put all of your energy and mind power into this journey? Let’s create a vivid, five- senses, detailed vision of what being at the destination of this journey will be – and feel -- like when we arrive. What high-level goals can we set to prepare for this journey and implement this strategy? Set the required culture, product, sales, marketing, service, finance, infrastructure goals. wanted, what future would we create?
Focus on the engaged and move along the un-engageable. Trying to win over the unwinnable is a frustrating, losing strategy. How We Can Help Are you a C-Suite leader determined to run a transformational, purpose-led business? Click below to learn more. NimbiltyWorks.com doubt and replacing them if they have steadfast resistance.
Get approval from the board on the strategy. Discuss the strategy as goals with the tactical leaders in your organization, the next level of management and implementors who will achieve these goals. To discuss the process of how to best do this, contact us. Make sure that all key players remain 100 percent committed to the strategy, coaching them if they have
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