It’s Time for the Do-able Strategy

Every organization has politics. Every business has a power base and a structure. And every organization has internal and external barriers that need to be straddled, worked-around or overcome. This often means that success comes not from following the rules but from delivering outcomes. And this also means that success also comes with inherent failure – after all, governance processes are in place for good and valid reasons. But as we reach the last quarter of the year, leaders will be turning their attention to closing what business they can before the year end, as well as planning for the new year ahead. With the economy remaining tight, we may be tempted to focus only on the short term – securing business, bringing in every last dollar of revenue and squeezing out extraneous costs – leaving the 2010 plan open ended or only half-baked. If you find yourself in this situation, you may want to consider what I call “Do-able Strategy”. Direct business engagement – work with your leadership team to identify and prioritize the new business opportunities in your sales pipeline. Determine where best you can inject yourself into the process with a view to closing the deal – or get out of the way and let your team do its job. Objectives – scan your opportunity pipeline for the emerging “need states” of your top customers. Are there new issues or business problems appearing on your customer’s horizons? Use these to begin feeding your 2010 strategic objectives. Make sure that these are folded back into any customer discussions that are taking place during the last quarter. Authority...