Waiting is failure
I have yet to meet a CEO who rejects the idea of strategic agility, or organisational resilience.
The approach to achieving resilience through agility is founded on establishing a fast tempo through early detection, rapid response and focused exploitation, within a continuously changing strategic landscape.
The detect-respond-exploit cycle confronts the linear planning and resource allocation models used by most organisations. An authentic response to creating an agile organisation requires real change.
I almost never confront a person’s failure to change directly as 'you are wrong!' or 'we have no need to be agile!' Rather failure comes dressed as good intentions tempered with 'we need to follow process' or 'now isn't the right time.'
Waiting is an easy way to look like you are embracing change. But waiting is seldom the best strategy. It comes in many forms:
Waiting for the new person to start
Waiting for permission
Waiting for feedback
Waiting for the right moment
Waiting until things settle down
Waiting until the project starts
Waiting until the project finishes
Waiting for the survey results
Waiting for the analysis
Waiting for the report
Waiting for the election
Waiting for the restructure
In complex situations action precedes understanding. If it is the right thing to do, do it now. Confront the barriers to change head on. Because if agility is success, then:
WAITING IS FAILURE.
Steve McCrone is executive director of Cornwall Strategic