We guide and coach executives, key leaders and teams through the completion of the three key elements – three fundamental threads - of a successful Reinvention.  These elements are not sequential.  More like a triple helix, they all occur simultaneously in varying degrees at different points in the process. 

The end result is a transformation of the organization: an alteration and expansion in its “mindset”, enabling a different order of results in the future.

• Invention:

Every reinvention process starts with an intention to change direction, either as a response to the market or as a desire to create beyond what is predictable. This thread is about creating the future 3 to 10 years hence, that the organization REALLY wants – not the best case scenario it thinks is likely or feasible – and, it’s about creating the milestones back from the desired future to the present.  Continue. . .
 

Note: Part of what makes the typical strategic plan an insufficient rallying cry for the organization is that the new goals are arrived at as an extrapolation of the past rather than as a “creation” of something that is really wanted, a set of outcomes that will call for action no matter what the obstacles are.

• Ignition:

This thread is about inventing the steps and actions for generating inclusion, participation and commitment in the organization at large, as well as in key people outside the organization.  It is about informing, inspiring, involving, enrolling, and engaging the organization and its key stakeholders, and having people step into aligned action. Continue. . .

Note: Organizations typically fail to sufficiently include, inform, and generate people’s commitment. They often regard efforts to do so as a waste of time, or something they do not have time to do.  This failure stops their ability to move with speed and be successful in their Reinvention effort.

• Implementation:

This is the phase of a Reinvention process that most executives think they understand – “after all that’s what we do, that why we are called executives, we execute, we implement strategies and plans” – but don’t necessarily do well.  Continue. . .

Note: In the process of implementation, the default operating model for organizations is to become “reasonable”: they rein back breakthrough projects that they now view as “not feasible”, rather than rise to the challenge and generate new solutions. They want to maintain the experience of “control” which means they suppress initiative, creativity, experimentation and enthusiasm.  As a result, the BOLD goals cannot be achieved.

© The London Perret Roche Group LLC. All rights reserved - Terms of Service. Privacy Policy.