Interconnectedness, complexity and permanent dynamism are the prevailing patterns of today's world. Recent developments in AI as well as significantly changing expectations of society, customers and employees require a rethinking and sharpening of mission statements and a changed strategic positioning.
Disruptive changes in entire industries and markets are also forcing significant changes in the business and operational model, e.g. platforms and network organisation.
With a formulated mission statement and defined strategy, the first question that immediately emerges is then:
How can one successfully transform an organisation in alignment with mission statement and strategy from todays state to tomorrows desired state, and what should the target state look like?
Organising the transformation of the organisation simply as the implementation of a mission statement and strategy will fall short.
Extensive transformations are associated with an order transition of the organisation and require a systemic overall understanding in order to
- establish systemic procedural and cultural changes in the target system that are necessary for sustainable success,
- successfully manage the transition to the desired target state, and thus overall
- achieve the goals formulated in the strategy.
- what are helpful and less helpful patterns in the organisation?
- how do we want to work and lead together in the future?
- is there a need for a different, organisational awareness of patterns, communication and conflicts and how to deal with them?
- Where do we stand on subjects such as error culture or, better, learning culture?
- what is good today, what gives us stability and confidence?
- have we sufficiently addressed the history and state of the organisation, do we have an adequate "face reality"?
- how do we organise the transition already in a mode that corresponds to the target state of transformation?
To avoid the Tortoise and the Hare dilemma
"We are still in transformation, but the future is always already here, and it's different than we expected"
an organisation has to address the following:
How and where in the organisation do we need more agility, increased responsiveness and better internal and external senses?
Why is that? Because time plays a role and because we are always dealing with imponderables:
- (mostly) external factors that cannot be influenced - changes the external over time until the planned achievement of a target cannot be calculated with certainty (market, competitors, customers, regulations, resources, etc.).
- external factors we have an impact on - we cannot say for sure how the market will respond to our change or even change itself as a result of a changed set-up
- internal dynamics - we do not know for sure which dynamics will arise where and when along the way, and whether solutions will succeed as planned or even be goal-oriented solutions at all. The organisation will learn in the implementation process, and other insights and solutions may emerge. Likewise, cultural change takes time and cannot be prescribed or planned, but must be lived and experienced
And, last but not least, that a sharpening or further development of the mission statement and strategy is needed usually only becomes clear when the organisation is dealing with the transformation itself, because the following question arises:
Are the mission statement and strategy sufficiently and appropriately formulated for such a transformation?
Sufficient and appropriate in that the mission statement is differentiating, emotionalising and the strategy is action-guiding enough to serve as a compass for transformation.
The interaction at a glance:
And finally, the basic attitude and the degrees of freedom need to be clarified:
- how ambitious are we?
- are we (by necessity) problem-oriented and/or opportunity- and design-oriented?
- do we orient ourselves more towards the competitors (reaction mode) or/ and do we want to go our own way?
- is there any red tape, are there fixed guard rails in the existing business and operating model, or do we want to/can we think more comprehensively?