Platt Perspective on Business and Technology

Balancing innovative change and ongoing reliable stability and consistency 8: strategic thinking, planning and execution 5

Posted in strategy and planning by Timothy Platt on October 5, 2017

This is my 8th installment to a series in which I explore tactical and strategic approaches to business management and leadership, and best practices approaches for coordinately pursuing both as context dictates. See Business Strategy and Operations – 4, postings 655 and loosely following for Parts 1-7.)

I have been successively discussing a set of to-address points in this series since its Part 5, that I repeat here for purposes of smoother continuity of narrative:

1. I will move on in this narrative to discuss the questions of identifying disconnects between strategy and tactics, and as early as possible when they do arise.
2. And I will consider and discuss startups, as a business context where founding executives can find themselves facing learning curve challenges in understanding and addressing the issues that I raise here,
3. And the sometimes significant challenges that large and complex business organizations can create in aligning strategy and tactics, with effective disconnect identification and remediation implemented, as a core ongoing due diligence process.
4. And I will return again to my starting case study example for this series, to consider lessons learnable and remediative approaches that might be possible for that business – and at least some of the trade-offs that would have to be resolved in that too.
5. And that is where some very specific, crucial negotiations-related issues enter into this series’ narrative.

I have delved into each of the first three of these points since then, leading up to and including my Part 7 discussion and analysis of Point 3 and its issues. And that has brought me to a set of specific topic points that I would turn to here in this installment, that all fall in at least large part within the aegis of a single overarching label: the challenge of remediation, in explicitly identifying and correcting strategy/tactics disconnects.

My goal for this posting is to at least begin to address this thread to this series’ overall discussion. And then when I have the basic foundation in place for continuing on from there, I will address Points 4 and 5 from the above list, returning full circle to the case study example that I began all of this with, in its Part 1. But I begin all of this with an at least starter discussion of remediation here, and with the fundamentals for that, as would be more generically applicable and for most any business context where strategy as centrally planned, and tactics as specific-point-of-action are carried out, collide. I begin this with the issues of communications.

Business communications have become one of the central organizing themes for this blog as a whole, and with that in mind, I offer some orienting reference links that clarify my basic approach to it. I begin that by noting a specific series that I offered from the perspective of the individual as we seek to secure and thrive at specific jobs and as we develop and pursue longer-term career paths:

• Communicating More Effectively as a Job and Career Skill, as can be found at Guide to Effective Job Search and Career Development – 3, postings 342-358.

Ultimately, all communications in businesses take place between individuals – and even when you consider documentation that is developed and entered into archived storage as part of an ongoing permanent record. True, the creator of a given message might not know who or when their documents might be accessed and used, or the circumstances in which this might take place. But ultimately, it is individuals who enter into even these communications processes and on both the message creation and the message receipt and use sides of any communications transactions that ultimately arise. So I focus on the individual here, when focusing on the communications process per se.

And the other basic reference that I offer here is one that I first wrote as part of a longer, loosely organized series on leadership per se, with each installment examining that general, overall topic through the lens of a single, distinct quality or circumstance that a would-be leader might face.

When Leadership Means Accepting the Need for Unpleasant Conversations.

It is rare that a conversation about an ongoing problem or challenge at a business would seem pleasant, and whether that means confronting the problems of an individual employee or manager, or facing and addressing a more wide-ranging issue that involves larger areas of the business as a whole. Leadership, in the sense addressed in the second of these references, is all about more effectively enabling and carrying out conversations about problems and challenges, where people can feel and act defensively, but without recriminations that can only create still greater defensive barriers: barriers that limit or even prevent effective resolutions if unaddressed.

Resolving, and even just effectively identifying strategy and tactics disconnects depends entirely upon effective communications. And that definitely applies when the challenges in place include strategy/tactics disconnects, where professionals who have invested in the approaches they follow, find themselves in this type of disagreement in understanding and action. I will continue from that starting point observation in my next series installment, where I will more fully delve into the issues of finding a common ground of understanding, and actually remediating these challenges.

Meanwhile, you can find this and related postings and series at Business Strategy and Operations – 4, and also at Page 1, Page 2 and Page 3 of that directory.

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