By The Business GP
The board see the crescent, the workers see the whole of the moon.
Why your business strategies won't work
Picture the scene. The Chief Executive of Endangered PLC, Ms D Point in a doctors surgery in her local village.
Receptionist: Ms Point, The Business GP will see you now.
Ms P: Thank you.
Ms P makes her way gingerly down to the door of her Business GP. Come in' says a friendly voice in response to her gentle, if not hesitant, knock.
GP: Good morning Diane, how can I help you today?
Ms P: Well I am er
..a little perplexed and sick.
GP: Go on (gestures the doctor) please tell me more.
Ms P: Well. The board went away in the early part of the year for the annual strategy review. When we came back we did the 2-3 day road show to share this strategy with the workforce as we do every year.
GP: I see. (Leaning forward) So tell me more.
Ms P: I just feel, well, that the workforce either don't get it, don't buy it or generally try to find ways round the objectives.
GP: Well you can't go round making accusations like that!
Ms P: Why not?
GP: Because I said so!
Ms P: Well that is not exactly fair or rational is it?
GP: Exactly (he says smiling)
Now lets talk some more. Why do you present the strategy the way you do?
Ms P: Well we have always done it that way, and surely everyone knows the board is best positioned to formulate the strategy.
GP: Are they now? (Stroking his chin)
Taking a piece of paper he draws a diagram.
Showing the diagram to Ms P he says.
GP: How you see something depends on where you sit. It doesn't matter if it is a bunch of flowers, or a corporate strategy.
Ms P: Perspective? (Pauses while gathering thoughts) So its like looking at the moon, the board only see part of it but the workforce see all of it.
GP: Yes. Exactly. For the workers strategy is something done to them. A moment ago you didn't like being told what to do, and furthermore as a board you can only see a small cross section of what needs to be done. To see the whole of the moon' you must firstly gain all of the perspectives. A good Japanese herbalist friend of mine says you must always go to the place' until you do you will never truly know.
Ms P: I understand what you are saying BUT (a look of horror in her eyes)
.we have too many workers to manage something like that.
GP: So what about a collective. No hang on, a forum?
MS P: A cross section of business representatives to help us focus on the whole?
GP: Exactly, and just think what that will do for morale, understanding, and completeness.
Ms P: So what do I do next then?
GP: (Writes on his prescription pad) I suggest you take one forum each month for six months. Then lets review the progress, but remember:
1. The more you know the less likely you are to be asked so choose your team carefully.
2. No hierarchies everyone presents for at least 10 uninterrupted minutes in every session.
3. Consider everything.
4. Have fun. (Handing Ms P the prescription and smiling)
Ms P: Thank you so much.
GP: Remember I am always here.
Ms P: I will.
Ms P leaves the room. The GP completes the note in the file and phones to reception I'll see Mr Branson for his usual 11.00 now, Jean'
About the Author: Marc Lawn is The Business GP. Having worked for blue chip organisations in key management roles within sales, marketing, operations and strategy, Marc offers plain and simple actionable advice without the jargon.
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