In this second episode of my interview with cultural architect, Mykel Dixon, we discuss how strategy-making must exist in ‘layers’ if a business is to effectively adapt and evolve in today’s highly uncertain business environment. We talk about how your strategic perspective can’t be a singular focus on high-level strategic objectives. It needs to include the detailed strategic activity that is required to turn those objectives into reality. Importantly, the high-level, medium-term and detailed strategic perspectives should be connected in an intentional way.

Myke and I explore some of the reasons why we get business strategy wrong and how the need to create the illusion of certainty has turned strategy into a static, analytical affair. As a result, most strategic plans become a manifesto for doing what you’ve always done. Their execution then lacks the dynamic qualities that are required to make strategy the force that drives your business forward.

We begin to touch on how meaningful collaboration – rather than purely effective communication – is the power we’re looking to unlock when we projectify our strategic endeavours. This allows you to leverage the strategic foresight of the business’s management team as well as your people’s detailed understanding of the frontlines of business operations.

In upcoming episodes of this interview series, we’ll start to explore some of the key concepts and cutting-edge research that the book is founded on. We’ll discuss some of the fundamental steps you need to take if you want to make your strategic activities part of your operational fabric. Most importantly, we dig into some of the opportunities to engage your people in strategy-making that allows your business to constantly evolve and adapt to the shifting business landscape.

I hope you’ll follow along as we roll out this discussion and see how projectifying your strategy builds a bridge between the business and your people. A bridge that allows you to adapt at the pace of change and seize the opportunities that change creates.

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.

 

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