The Void of Strategies or an ocean of opportunities

Void of Strategies
This teaser for the “Evolution of Strategic Management” (http://Books.InGeniusResults.com ) helps to explain the books reference to a void of strategies as the endless gap between limited visions, goals, poor strategies and actions.
The actions that appear in many business plans is a typical example, as so many actions are confused for strategies, even when they lack the innovation, insight, and design to provide the expected results and avoid potentially adverse consequences. This sets a framework for low ambitions and expectations based on what you can manage, rather than develop the skills needed to match the challenge. Consequently, many may never realise their potential as they tend to accept and promote their results as something special, in some form of self –gratification, e.g. Heroes of their own epic dramas.

This is typical with many good intentions, and action plans that fail to appreciate the dynamics and complexity of the challenge. They inevitably face the consequences as potential risks and opportunities are ignored.

There are many flawed and broken systems that need some attention, starved for a better solution, or worse; accepted as the standard practice in the absence of anything better.

Don’t restrict yourself by the many limitations that exist. By developing a better awareness, innovative insights and the skills to design better solutions, you not only propel the organisation forward, but lift the capability of every individual to contribute to better decisions and proposals that can make a difference.
To turn this situation around, it does not take that much, that shows that “your goals are closer than you think”.
With a little awareness, drive, and willingness to share your thoughts and ideas a movement can be created that will only inspire more like minded people towards designing a better solution.
Let us consider one example, from the traditional real estate market that has evolved with many limitations and added conditions. Their marketing skills may be very impressive and their internet presence could improve as they offer enticing incentives for those interested to trade. In some countries you might be further restricted to deal with only one agent to avoided added penalty costs.

In the past, if you wanted to sell a property, you would consider the terms of one agent, and review their conditions to identify how to change their incentive scheme to ensure that you can get the best price. Some may fall for their incentives to sell quickly at the price that they recommend as the best price; or accept the conditions as typical for that industry with no evident alternative.

In today’s environment, trust is not given so freely and reputations can be lost so easily, when values are distorted and recognised as some form of manipulation.
Social media now presents alternatives, even if it is still in its infancy to represent trusted networks that can communicate more effectively. Word of mouth spreads like wildfire when it appeals to the specific needs. Premium blogs can represent a level of trust, as does recommendations from those that you know in contrast to the over commercialised media. Many traditional markets follow the same characteristics with added conditions and growing distrust due to increasing costs that may not represent a fair system, i.e. Agents that only represent themselves or take advantage of their customer’s knowledge gaps.
The next example is how “The Competitive Strategy” has been restricted by traditional definitions to confine opportunities by their environment, e.g. when complacency excludes new ideas.
In any strategy, it is important not to restrict options while pursuing creative solutions. But, when everyone follows the same practices, the expected ambition level is also reduced.
Innovation may be seen as the key to better solutions, but it is just the first step in bridging the gap of the unknown to conceive sustainable outcomes. Higher level goals may be needed to correct issues within industries, countries and the market dynamics.
In the quest to develop new business models the significance of multiple revenue streams, virtual networks of allegiances and more flexibility to meet the markets needs has been realised. This approach has opened the doors to many new practices appropriate for our fast paced evolving competitive markets with many outstanding issues that still need to be resolved. Collective efforts to resolve those issues may save everyone considerable hardships and costs.
The void of strategies becomes evident with complex environments when the competitive edge is made up of every element of the organisation, defining its maturity to rise to each challenge.

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