Things are evolving rapidly on multiple fronts, including geopolitics, the economy and artificial intelligence. Even climate change can feel like a slow-moving phenomenon at the moment. In this context, organizational decision-making faces serious headwinds. The stakes feel higher just when outcomes seem harder to foresee.
Often, a replacement executive is brought in as organizations move through natural phases. To draw an analogy to mountain climbing, reaching base camp and reaching the summit are two different phases, each with a separate skillset and each necessary to reach the ultimate goal. However, when there’s a leadership change, it is all too easy for the incoming executive to lean into a convenient narrative: “The old way of doing things doesn’t cut it and that’s why we need to change.”
The next five years will be a critical time for talent management because by 2030 even the youngest Baby Boomers will turn 65. But there’s a persistent challenge to making the most of your people’s potential: when it’s time for change, we too often reach outside the organization, dreaming of that superstar who is just waiting to arrive – if only we can find them.
So how do non-profit organizations work – or not? On this episode of Open to Debate, David Moscrop talks with Brooke Struck, strategy facilitator and the founder and CEO of the firm Converge (http://convergehere.com/).
As a strategist, one of the pieces of advice I give most often is: stop doing strategy. Let me be clear: this is not the preamble to a bullsh*tty sales pitch. I’m not trying to tell you that you can’t do strategy on your own—that you just NEED my services, because I do strategy in a way that they can’t.
