George Brontén is the Founder and CEO of Membrain. In this episode, we explore how your strategy will fail if you don’t understand your entire value chain.
- Find the audio version on your favorite platform or go directly via RSS.com
- Watch this episode on Youtube
Three key concepts:
- Make sure your strategy is anchored to your entire value chain – which means defining ALL of your stakeholders. Those stakeholders will help you define the true problem that your strategy is solving.
- Don’t assume anything, especially after your strategy has launched. Expectations must be extremely clear for both the team and the customer. Additionally, everyone on your team has to be really good at seeking, setting, and communicating expectations.
- It is crucial to decide what NOT to do; to really define your priorities. We have to make it clear what will not be done, what will not get resources, what is not a priority, and so forth. Clear prioritization generates a massive amount of alignment.
BONUS – Leader guide: Use the following questions for (a) self-reflection as a leader and/or (b) a great discussion with your team.
1) Listen to the full episode before this discussion.
2) George talked about how expectations have the power to both generate AND derail a strategy. What are some of the expectations that we have to manage during our execution?
3) What are some different words or phrases that you would use as substitutes for “expectations”? How do these words show up in our conversations during strategic execution?
4) Categorize the expectations we work with as part of our efforts. Which ones are most important and which ones are least important? How many of them would be considered mandatory?
5) How well do we manage these expectations? Do we treat the “most important” as truly most important and the “least important” as truly least important? What impact does this have on our prioritization (of effort, response times, meeting requests, etc.)?
6) How can we ensure that our day-to-day prioritization is completely aligned with what is truly most important?
7) Option: Take time right now to define exactly what that looks like (the outcome(s), metrics, and requirements).
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Holomua. Onward and upward.
All the best ~ Tim
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