I recently posted about times NOT to do strategy. TL;DR: When you’re not actually ready to change anything, you shouldn’t be doing strategy. A lot of folks found that helpful. Some others, though, asked me: “If these aren’t the right moments, what are the right moments?”
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.
Meetings are interesting. Especially the boring ones. When I say “interesting,” I don’t mean literally interesting. Not most meetings, anyway. Most meetings are absolutely dreadful.
Raise your hand if your organization has put forward a bold plan for “corporate transformation” this year. ✋ Now keep those hands up if you actually believe that plan is going to materialize in any meaningful way, shape, or form. ? … Nobody? ?
In this episode of The Decision Corner, Brooke is joined for the second time by Roger Martin, one the the world’s leading business minds, the former dean of the Rotman School of Business, and the author of the newly released book A New Way to Think: Your Guide to Superior Management Effectiveness. This time around, the two discuss how mental models guide business decisions, and how we can restructure failing mental models to improve ourselves, our teams, and our organizations.
