Unlocking Corporate Politics: Lessons from 'The 48 Laws of Power'
Dr Tabish Asifi
Top Consultant, Doctorate in Digital Transformation (AI/ML Adoption) | CxO Advisor (Data and AI) | Author | Investor| Innovator | Golden Visa (Talent)
For those who are familiar with the book "The 48 Laws of Power" by Robert Greene, they can readily draw parallels to many of the concepts I will share here. This literary work is known for its astute and cunning insights, making it a contemporary classic that offers valuable guidance for navigating the intricate terrain of everyday politics and power dynamics. Its enduring status as a bestseller speaks volumes about its evergreen relevance.
In this article, I aim to elucidate some of the key strategies that I believe hold significant pertinence in various corporate contexts. Understanding these tactics can equip us with the tools necessary to shield ourselves from the power dynamics that are inevitable in the corporate world.
The examples I provide are intentionally simplified and hypothetical, designed to exemplify the practical application of these strategies in a relatable manner. While I've chosen to illustrate them within the context of a Chief Information Officer (CIO) role, these principles can readily be extrapolated to encompass most C-suite positions. I encourage you to approach this discussion with an open mind, recognizing that not every strategy will be universally applicable. The need for practical adaptation is always essential, and the realities of corporate dynamics are invariably more nuanced than these straightforward examples might suggest.
With that, let's explore some of the key takeaways from this power packed classic.
1. Strategic Concealment:
Descriptor: Be mindful of revealing intentions and strategies. Engage in activities that mask your true objectives to navigate organizational dynamics subtly.
Example Scenario:
In a strategic meeting, the CIO, Mr. Anderson, noticed a growing interest in adopting a new technology platform among other executives. However, he was aware that revealing his reservations about it might be premature and not well-received. Instead of voicing his concerns directly, he maintained a neutral stance (Maintain a Poker Face) and even showed a mild interest. Simultaneously, he initiated a small project (Use Misdirection) exploring various technology platforms without explicitly excluding the one in question. This allowed him to gather data and insights to later present a well-informed perspective without initially opposing the popular opinion.
2. Relationship Management:
Descriptor: Understand and identify who might support or oppose your initiatives and leverage their needs to build alliances or neutralize threats.
Example Scenario:
CIO Mrs. Harper identified that the Marketing Department was struggling with their current customer relationship management (CRM) system, which was not providing the analytical data they needed (Identify Allies and Adversaries). Recognizing their need for more robust data analytics (Leverage Needs), she proposed a new CRM system that would solve their issues and also align with the IT department’s strategy of integrating more cloud-based solutions. By addressing the Marketing Department's immediate need, Mrs. Harper not only gained their support for the new CRM system but also positioned the IT department as a problem-solver and ally in improving operational efficiency.
3. Navigating Organizational Power:
Descriptor: Identify key power players and ensure your initiatives align with their goals to navigate through the organizational power structure effectively.
Example Scenario:
CIO Mr. Wallace was keen on implementing a new data management system that would significantly enhance data security and accessibility for the organization. However, he was aware that the CFO, Ms. Green, was particularly concerned about costs and ROI (Understand the Power Structure). Instead of directly pushing for the new system, Mr. Wallace initiated a pilot project that specifically addressed a few key data challenges the Finance Department was facing. He ensured that the benefits were directly visible to Ms. Green and her team (Align Initiatives). When the pilot project successfully eased the Finance Department’s challenges, Ms. Green became an advocate for the new data management system, recognizing its value and potential ROI for the entire organization.
4. Engagement and Perception Management:
Descriptor: Ensure your actions and projects are perceived positively by engaging stakeholders, highlighting successes, and managing failures effectively.
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Example Scenario:
CIO Dr. Martinez implemented a new project management tool intended to streamline operations across all departments. To ensure buy-in from all stakeholders (Engage and Involve), she organized workshops to understand each department’s specific needs and challenges, ensuring the tool was configured to address them. When the tool was launched and successfully improved project tracking (Build a Positive Perception), Dr. Martinez made sure to communicate this success through newsletters and meetings (Highlight Successes). A few months later, a software glitch caused minor disruptions. Dr. Martinez immediately communicated the issue to all stakeholders, outlined the steps being taken to resolve it, and provided a clear timeline for resolution (Manage Failures). Her proactive communication and transparency in managing the issue preserved her positive image and maintained trust among her peers and subordinates.
5. Strategic Planning and Adaptability:
Descriptor: Develop robust strategies while maintaining the flexibility to adapt to changing circumstances and organizational needs.
Example Scenario:
CIO Ms. Thompson developed a comprehensive 5-year IT strategy that included a gradual shift to cloud computing, aiming to enhance scalability and reduce costs (Develop a Comprehensive Strategy). However, when the global pandemic struck, there was a sudden and urgent need to facilitate remote working for all employees. Recognizing the immediate need, Ms. Thompson adapted the strategy, accelerating the shift to cloud computing to ensure seamless remote work capabilities (Be Adaptable). This move not only addressed the immediate challenge but also aligned with the long-term IT strategy, demonstrating a blend of strategic planning and adaptability.
6. Resource and Change Management:
Descriptor: Manage resources effectively, be cautious of seemingly free offers, and implement changes in a manner that ensures stability and sustainability.
Example Scenario:
CIO Mr. Lee was approached by a vendor offering a “free” trial of a new AI-driven analytics tool (Be Wary of “Free” Offers). Instead of immediately accepting, Mr. Lee conducted a thorough evaluation and identified that while the tool was powerful, it required specific data formats and would necessitate additional investments in data transformation. Simultaneously, he was overseeing the implementation of a new IT infrastructure layer which needed due attention and budget. Instead of a complete overhaul, he ensured that changes were implemented in phases, allowing each department to adapt without disrupting their operations (Implement Change Gradually). Furthermore, he ensured that IT resources were focused on critical aspects of the infrastructure change, ensuring stability and minimizing risks (Focus Resources). Mr. Lee’s cautious and gradual approach ensured that resources were utilized effectively and changes were implemented without causing disruptions.
7. Boldness and Decision Making:
Descriptor: Make decisions with confidence and don’t be afraid to take calculated risks to implement innovative solutions.
Example Scenario:
CIO Ms. Patel found that the organization’s traditional data storage system was not only becoming obsolete but also was not compliant with new data protection regulations. Recognizing the potential risks and future challenges, she decided to make a bold move (Be Decisive). Ms. Patel proposed a shift to a blockchain-based data storage solution, which was relatively new in the market but offered enhanced security and compliance features (Take Calculated Risks). While the decision was met with skepticism due to the novelty of the technology, Ms. Patel confidently presented the long-term benefits and potential cost savings, eventually gaining the support of the leadership. The transition was successful, positioning the organization as a pioneer in adopting advanced technology, and ensuring regulatory compliance.
8. Defensive Strategies:
Descriptor: Protect your image and navigate through organizational politics by avoiding unnecessary commitments and alliances.
Example Scenario:
CIO Mr. Robinson was navigating through a politically charged environment where two influential leaders in the organization were in contention for the CEO position. Both leaders approached him, seeking support and alignment (Avoid Unnecessary Commitments). Instead of choosing sides, Mr. Robinson maintained a neutral stance, ensuring that he did not commit to either party. He focused on delivering value through the IT department, ensuring that all projects were successfully meeting organizational needs (Maintain a Positive Image). When the new CEO was appointed, Mr. Robinson was in a stable position, having not antagonized either party, and was able to effectively continue his role and projects without being perceived as aligned with the opposing faction.