"Is your business growth based on a strategic plan, or are you (just) addressing issues and seizing opportunities as they arise?"
We've seen conflicts between executives who prefer structured planning and those who prefer optimising and problem-solving on the go.
Both approaches are necessary; without a strategic plan, a growing organisation can face recurring issues and broken systems. However, practical problem-solving is essential to address growing pains and prevent issues from escalating.
Problems occur when these approaches clash. Constant firefighting can lead to working only in the business, neglecting long-term structural solutions. Planners may feel that this leads to chaos and a lack of control.
On the other hand, excessive planning can lead to detachment from current realities, with planners focusing on abstract goals in the future and ignoring present challenges. This disconnect can cause frustration and feelings of isolation among those tackling day-to-day problems.
In executive teams and boardrooms, these differing preferences can lead to misunderstandings and disrespect. It's essential to build bridges between today's state and the desired future state.
Here are key instruments in aligning growth efforts:
- Acknowledge the current state and future goals, focusing the strategic roadmap on bridging the gap. This requires mature and open strategic dialogue to balance priorities and address the realities of scaling the business.
- Implement an agile strategising approach and discipline that plans and reviews key priorities and deliverables over multiple time horizons: three years, one year, and quarterly.
- Recognise the different strategising preferences among key individuals, creating a safe, cooperative environment that values all perspectives and leverages individual strengths. Understand and bridge these preferences and their associated thinking and behaviour patterns, using the Strategising Preference Indicator.