How to Have An Honest Conversation About Your Business Strategy  

Oleh:

Eisenstat, Russell A. ; Beer, Michael

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 82 no. 2 (Feb. 2004), page 82-89.
Topik: business strategy; behaviour; organizational behaviour; communication in organizations; leadership; strategic leadership; agility; change management; beliefs; corporate culture; culture; organizational problems; implementation; strategy implementation; tactics

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.24 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Too many organizations descend into underperformance because they can't confront the painful gap between their strategy and the reality of their capabilities, their behaviours, and their markets. That's because senior managers don't know how to engage in truthful conversations about the problems that threaten the business - and because lower level managers are afraid to speak up. These factors lie behind many failures to implement strategy. Indeed, the dynamics in almost any organization are such that it's extremely difficult for senior people to hear the unfiltered truth from managers lower down. Beer and Eisenstat's methodology for getting the truth about an organization's problems onto the table in a way that allows senior management to do something useful with it is to assemble a task force of the most effective managers to collect data about strategic and organizational problems. In this way, the senior team sends a clear message that it is serious about uncovering the truth. Task force members present their findings to the senior team in the form of a discussion. This conversation needs to move back and forth between advocacy and inquiry ; it has to be about the issues that matter most ; it has to be collective and public ; it has to allow employees to be honest without risking their jobs ; and it has to be structured. This direct feedback from a handful of their best people moves senior teams to make changes they otherwise might not have.

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