What’s your strategy for SUCCESS and how are you going to measure its effectiveness?

Mid last year I presented a workshop on strategic planning at the 2022 Jobs Australia conference. There were many great industry speakers amid the 30 plus presenters laced with thought provoking key-note deliveries, all insightful, many challenging the status quo, and the balance offering optimism and hope for a better future.

The whole concept of optimism resonated with me as we are emerging from what for many (probably two or three generations) is one on the more challenging times in history, a prolonged global pandemic, a brutal and cruel war in Europe, supply chain disruption, and a gloomy economic forecast. Not too much to be optimistic about amongst that lot!

In fact, a recent Collaborative Insights survey with 267 global responders suggested that 90% could see a ”Better Normal” for their workforce post COVID and as we enter into 2023. Further, 75% suggested that the emerging changes to normal work practices was forcing them to undergo significant transformation in terms of strategy implementation and their future workforce planning.

In respect to strategy and goal implementation, there was also an overarching desire for improved and simple (easy to use) technology solutions to ensure that employees and volunteers work was accessible, meaningful, engaging, and relevant in terms of delivering the organisations vision and key business objectives.

I found this research interesting as it aligned with many of the key messages I took-away from my two days at the Jobs Australia conference. Albeit mostly a “for purpose” environment, presenters and delegates frequently suggested that their people (many still working in a hybrid environment) were demanding cultures that aligned more authentically with the vision and values of their organisations, they were wanting visibility and technology tools that enabled them to monitor, measure, and Visualise their organisations social impact.

I pondered this paradox for a while, as I believe that one of the most significant changes to workplaces since the outbreak of COVID is that people themselves have had more time for self-reflection, to assess their own purpose and priorities, seeking closer alignment between their own values and those espoused in the workplace.

There’s a subtle and subversive movement wanting to initiate and champion change to the traditional office-based workplace culture. I actually read an article in Forbes Magazine today suggesting that many organisations were raising the White Flag in respect to how they re-engage their people back into the traditional office environment. This issue was further validated by a statement I read recently from Mercer...?"One consequence of the COVID period is that once work and life blended together, we can’t just pry them apart again, we need to have a clear strategy for re-engagement."?Quoted from Melissa Swift??-?U.S. transformation leader at Mercer

This realisation is transformational in itself, if organisations fail to acknowledge and adapt to this new level of thinking and more closely understand and acknowledge the needs of their employees and volunteers, there maybe in some cases significant consequence in respect to the loss of talent and broader business disruption.

In today’s world January 2023, people are looking forward optimistically towards a better future, more flexible work arrangements, greater work satisfaction, job security, a voice in strategy direction, and a sense of real purpose.

My rhetorical questions therefore become…

1. What?new?workforce planning and operational strategies are you massaging into your organisations new strategic plan?
2. What metrics are you going to use to monitor the effectiveness of these strategies, and how will such strategies be created, communicated, and implemented across the organisation?

My?last question was also designed to provoke further thought more broadly across your stakeholder networks. The capacity to engage with competitors is often frowned upon, but what if … in this current disruptive world we focused more on collaboration, identify a shared vision with like minded organisations and utilised the skills, talents and experience of our peers, how powerful could we become? Is this a question of trust, shared risk, or an opportunity to grow exponentially and make a real difference???

Is it time to initiate a focused business pillar that strives to build greater collaboration across your entire product / service life cycle both internally and externally?

I would be extremely interested to hear everyone’s feedback.

For insights into an intuitive, simple, and proven framework to support the implementation, monitoring, execution, and management of organisational strategy, you may wish to explore...?https://www.missionmet.com/mission-met-center?.?

As an FYI...I have a new 33 page e-book coming out in February which challenges the concept of... What’s your strategy for SUCCESS and how are you going to measure its effectiveness?

Book a FREE 30 minute strategy conversation by accessing my Calendly diary on the following link. Mark Jones Calendar and the first five confirmed bookings will receive a complimentary copy of this thought provoking and well researched e-book.