Curated News on Strategy Execution

Most of my work revolves around facilitating cross-boundary collaborations to solve complex problems. However, I agree with this article which states that we need to be careful about how much time we are collaborating – and be sure to maintain “focus time (defined as two-plus hours per day of uninterrupted time that can be dedicated to a task or project)”.

I think this is the challenge of our day – How to embrace opposing viewpoints? Seems like we’ve lost the art of diplomacy, or maybe we’ve lost our ability to be self-aware. This article walks through a process to “build capacity to withstand cognitive discomfort”. The author leverages an analogy of building muscles in the weightroom, “as it requires us to embrace tension, grow through stress, and address damage”.

Fun post outlining the process that Autodesk took to detect and explore possible futures for their business. I found myself really wanting to be part of the process that was outlined. They created a training program on “foresight frameworks to scan for weak signals of change” and the use of “flash fiction scenarios to explore the near and longer-term implications of these signals”. What fun – and how valuable!

The idea of a Chief Leadership Officer seems so obvious after I read this post. It’s so hard for senior executives to give feedback to one another, especially for something as delicate as leadership behaviors. Imagine if an internal resource was given the permission to assess and develop the leadership capacity of the top team and beyond. It would need to be a very trusted advisor and gifted coach, but the rewards would be high. I like this idea.

I believe in a strong focus on the employee experience – what the article terms as EX. I really appreciate the way the post breaks it down into the employee’s social experience, work experience, and organizational experience. I think that we need a good rubric for thinking about our employees. This is the beginnings of one. Definitely worth reading.

Laughed at the quote by the executive at his corporate strategy session, “I don’t know why we do this each year. It always turns out to be business-as-usual.” Love the subsequent challenge to get executives to move beyond traditional internal strategy sessions and get out and interview key stakeholders, because it is with these stakeholders that insight and learning can be found.

Interesting article on Xiaomi’s approach to exploring new business opportunities. In an effort to navigate a dynamic environment, they leverage a blend of corporate venturing and ecosystem development to make hundreds of strategic bets. It reminds me of Lowell Bryan’s portfolio of experiments, but it is actually a portfolio of third-party ventures. Really appreciate the level of experimentation, but, as the article states, time will tell its effectiveness.

This article is a tribute to the power of being present with and listening to one’s colleagues. I love the simplicity of the post, its message and its supporting anecdotes. The author calls this practice, “mindful attention”. In my consulting, I’ve been dismayed by how few leaders are actually mentally present with their staff. They appear to be listening, but their questions lack any type of playback or inquiry. I feel that the practice of “mindful attention” may be one of the biggest drivers of a healthy corporate culture.