How to build a strategy in an increasingly complex and changing context?
This article highlights six lessons learned from the Covid-19 pandemic that lead us to rethink the foundations of strategy.
Philippe Silberzahn cites strategy researcher Richard Rumelt who proposed redefining strategy as consisting of “identifying the fundamental challenge of the organization and defining a set of policies and actions to resolve it. » If this definition still seems relevant to us, it should be noted that “the challenge” can evolve at a much more sustained pace than 13 years ago, when his work was published. Hence the importance of developing our listening, analysis, adaptation, management skills… and our creativity!
This weaving “challenge identification / action definition” and the skills that it requires should not remain the prerogative of management teams. The next step therefore seems to us to be to cascade this know-how to as many employees as possible who, at their level, must be able to weave “step back” and action on a daily basis.
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