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All Strategy is not the Same -Garrett's Change Management Blog

All Strategy is not the Same

Gail Severini’s post today, “the Enlightened Program Manager-Partnering with Change Management” got me thinking.

She says (correctly by my experience):

“The reality in most organizations is that strategy is parsed into Strategic Business Units and/or Divisions and the leader assigns it to a program manager to organize.”.

What if all strategy in organizations was not treated the same?

We have to start with those situations where this really makes sense-transformation.

True transformation- not something that just picked up the label because it is big and/or Enterprise wide. If the organization is really going to be different after this change- process, approach,technology and people (yes it is probably all of the above)- then a different kind of strategy is called for.

This would be a strategy that is orchestrated at the highest levels- CEO and Board of Directors. Everything would connect (and would be communicated as connecting) across the organization. If this is a picture it would be one map as a whole with parts and pieces within. And it would not be the map (I have seen many of these) that is drawn AFTER the parts and pieces have been parsed.

As an aside this parsing process is similar to a present to future perspective for change. It almost eliminates any view of the whole. Contrast that to strategy that is whole focused and high in the organization and an end state focus for change. Both give the whole, provide context and effectively put the “parsing” into perspective.

If all strategy were not treated the same there would always be an element that raises work (which carries lots of internal political baggage with it) to a level that is shared by all.

What if the “Program Manager” was above the units and divisions?

One way to do that would be to elevate those Program Managers Gail mentioned to this higher level-if only for the transformation.

This is done frequently in organizations by naming an SVP as the leader (In my taxonomy this would be the Implementary Leader) of the transformation. The inherent problem with this is that now you have a peer leading a horizontal (the one with the “S” ego’s and reputations). In my pie in the sky vision this Program Manager would be a role that stays after the transformation. In fact it might have been a role that was created early on in the organizations history in preparation for the big change every company goes through eventually.

I see this role as the business version of a very high level change management consultant. (In fact they would partner as right and left/left and right, in a perfect world).

The CEO would still need to be the owner and own the change, but this set up would signal to the organization that there is also an important leader to implement (and in this case the support of a senior change person who will focus on the whole, the context and the people).

What if unit and division tactical strategy scaled up?

You could edge toward this structure by creating more scale up from inside the organization to a holistic strategy.

Most companies would argue they already do this with some version of committees, executive summits, golf games etc. I have been in 70+ companies as a consultant and have yet to see any of these arrangements do anything more than quickly parse work. They all basically scale stuff up and then get parse stuff back in (maybe it is more of a grand permission process than strategy).

All strategy is not the same. Approaching transformation as if it is a program of Divisional/Business Unit work streams is status quo. Change and status quo do not blend well.

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