What does a projectified approach to business strategy look like in practice? How does it look for your people? How does it impact you as a manager?
The seventh episode of my interview with Mykel Dixon explores these questions…and a few more. We discuss how the effective use of projects to execute your business strategy manifests itself in the business – how it empowers your team and leverages leadership across the enterprise. We talk about how projectifying your strategy-making starts by creating consistent and persistent strategic activity. But, in its highest form, it makes your people the strategic engine that drives the business forward and allows its leaders to be the navigation system that directs that strategic momentum.
Myke and I chat about the liberating nature of a strategic environment where your people are empowered to move the business toward the future it aspires to. How it creates leadership bandwidth that spreads the heavy-lifting of leadership across the organisation. It frees up the business’s senior managers to blaze the future direction of the strategic journey. It gives your people the platform and ‘permission’ to lead…with their skills, their commitment, their experience or by enabling others to be their very best.
Finally, we talk about the power of circles over triangles when tapping into the capabilities and knowledge of your staff. This ‘tribal perspective’ on the relationship between the business and its people allows you shift from a Pareto world where 20 percent of the effort yields 80 percent of the strategic value toward one where 90 percent of your strategic activity satisfies 100 percent of the needs of your business and its customers. Where your people are the greatest source of strategic opportunity as well as the driving force behind translating that opportunity into business practice.
In the final episodes of this interview series, we continue discussing how to lead a projectified strategy-making approach. How, once on the strategic journey, you extract ever-greater mileage from your strategic activities.
As always, I also hope you’ll share the thoughts and experiences that come from your strategy-making activities – your challenges, your successes and what you’ve learned in shaping your business for the future.