Power strategist


Knowledge management and change in strategy

Strategy interventions are not uncommon for you. As a senior executive and/or experienced strategy practitioner, you will appreciate the value of effective strategy. A growing number of organisations today operate in highly turbulent environments where timing is critical, technological change is rapid and competitive pressures are unrelenting and difficult to predict. The public sector is challenged to improve service delivery while under threat from lobby groups and unions where today's friend is tomorrow's enemy.

In such situations classical sources of competitive advantage such as strategy, organisation design and core competencies often erode. At best they may only provide temporary benefits. What is needed are dynamic capabilities built into the organisation that enable it to constantly renew its forms of competitive advantage while adapting to a rapidly shifting domain.

Continuous change interventions extend transformational change into a nonstop process of strategy setting, organisation designing, and implementing the change. Rather than focus on creating and implementing a particular strategy and organisation design, continuous change addresses the underlying structures, processes, and activities for generating new forms of advantage. Thus, the focus is on learning, changing, and adapting - on how to produce a constant flow of new strategies and designs and not just on how to transform existing ones. Such self-designing organisations should develop the capability to alter themselves fundamentally and continuously.

Creating such an environment in an organisation is a highly participative process in which multiple stakeholders set strategic direction, design appropriate structures and processes and implement them. This intervention includes considerable innovation and learning as organisations gain the capacity to design and implement significant changes continually. Learning organisations are those with an ability to constantly change and in so doing, improve their performance.

You either run or assist with such organisations. So do we! Join us?

Where do I go from here?

One of the Strategy Institute attributes is to create an online community of strategy practitioners. We have created a forum where new concepts are learnt and ideas shared. Engage in online discussions with peers and check what book resources are available. Download academic papers and other relevant journal articles. There will be no unsolicited spam. The address list is not shared with anyone. Membership is free. If you are already a member login and get involved. If you are not yet a member, simply sign up.


2017 - 2020

Retirement Village - Institute Director assists community complex with accounts, management and strategy development.

2017

Country-wide water delivery - Strategy Institute assists the Swaziland Water Services Corporation with their strategy for improving community access to water...
Read more

Current discussion threads

  • Motivating IT staff
  • IT project failure
  • Business & IT alignment
  • Technology & poverty
  • Strategy in the public sector
  • The relevance of Porter
  • Technology and strategy

 

 

 

 

Recommended reading

  • Making sense of change management
  • eBusiness management
  • Good to great - Collins
  • Leading the revolution - Hamel
  • Alignment - Kaplan
  • Strategic planning for IS - Ward
  • What is strategy Whittington

 

Current articles

  • Strategy and business models for SA's managers
  • Customer centricity and business success
  • What is strategic architecture
  • e-Business metrics
  • SA ecommerce
  • Mansfield thesis abstract