Now showing items tagged business strategy
Britain’s first female Member of Parliament, Lady Astor, once observed: “The main dangers in this life are the people who want to change nothing – or everything.”
In early 2015 I was approached by a number of Rotary International’s key leaders to form part of a strategic planning committee tasked with mapping out Rotary’s future. As an organization that is well over a century old, Rotary’s 1.2 million members have had a phenomenal impact on the globe (including the near-eradication of Polio). However, the organization has languished in recent years as it has struggled to clearly define what a 21st century service movement should look like.
As part of a recent gathering of this strategic planning committee, we reviewed a simple but brilliant TED talk by business strategist Knut Hannes.
What struck me most about Haanaes’s message was the simple way he described some of the common dynamics that can cause an organization to fail. In short, he said that every leader and organization committed to maintaining growth and vitality must strike a balance between two things:
Innovation is often thought of in terms of creation and invention – coming up with new ideas and new solutions. However, working with clients in recent months I have discovered that often the most powerful forms of innovation are more subtle. Rather than focusing on development and discovery, the best innovations focus on incremental improvement – getting better at doing the basics and addressing the factors that negatively impact on the people we are looking to serve and impress. Factors often referred to as friction.