The more that I read you, the more that I see how much you insist on *explicit, coherent choices*. There may be an argument about how much strategy needs to be explicit vs. live in the decisions of the people - the "emergent strategy" school of thinking... What I find more interesting, really, is how *destructive* incoherent choices are to an organization! Your article really drives this home: "a Winning Aspiration of that sort is worse than nothing at all." Ditto for any boxes that don't integrate well with the others... Better leave them blank, for a while, than try to build them out through some "best practices" (shudder)!
Interesting parallel between Bossidy & Charan's "Execution: The Discipline of Getting Things Done" and Basu's "Corporate Purpose: Why It Matters More Than Strategy."
As if business success could possibly be purely attributable to just proficiently getting things done, or by setting the right aspirations, however lofty they may be.
Completely agree Roger. Far too many Purpose Statements are nothing more than wishful thinking, often dreamed up by marketers with little reference to what a company does, or how it does it. I am a fan of Purpose as part of strategy but the guts lies in WTP/HTW. Thank you.
Thank you very much for sharing. Great insights, food for thoughts. It seems this also has to do with humility and healthy realism. Rather than try to elevate humanity's consciousness we may as well consider something more down to earth. Thank you.
Excellent point! I'd argue that having the right organizational purpose is the absolute foundation of any winning aspiration. The business landscape today demands a new way of thinking - one where we break down silos and create an inclusive strategy that seamlessly links our internal goals with external needs. Embracing sustainable value isn't just "good business"; it's a strategic imperative for building a future where our company thrives because the world around it thrives.
Another great article, Roger!
The more that I read you, the more that I see how much you insist on *explicit, coherent choices*. There may be an argument about how much strategy needs to be explicit vs. live in the decisions of the people - the "emergent strategy" school of thinking... What I find more interesting, really, is how *destructive* incoherent choices are to an organization! Your article really drives this home: "a Winning Aspiration of that sort is worse than nothing at all." Ditto for any boxes that don't integrate well with the others... Better leave them blank, for a while, than try to build them out through some "best practices" (shudder)!
Interesting parallel between Bossidy & Charan's "Execution: The Discipline of Getting Things Done" and Basu's "Corporate Purpose: Why It Matters More Than Strategy."
As if business success could possibly be purely attributable to just proficiently getting things done, or by setting the right aspirations, however lofty they may be.
Completely agree Roger. Far too many Purpose Statements are nothing more than wishful thinking, often dreamed up by marketers with little reference to what a company does, or how it does it. I am a fan of Purpose as part of strategy but the guts lies in WTP/HTW. Thank you.
Thank you very much for sharing. Great insights, food for thoughts. It seems this also has to do with humility and healthy realism. Rather than try to elevate humanity's consciousness we may as well consider something more down to earth. Thank you.
Excellent point! I'd argue that having the right organizational purpose is the absolute foundation of any winning aspiration. The business landscape today demands a new way of thinking - one where we break down silos and create an inclusive strategy that seamlessly links our internal goals with external needs. Embracing sustainable value isn't just "good business"; it's a strategic imperative for building a future where our company thrives because the world around it thrives.