Getting Practical Work Done Using Purpose: Two Case Studies
It’s all too easy to assume that you and others are on the same page – or that your own understanding of a purpose won’t shift over time if it isn’t documented
It’s all too easy to assume that you and others are on the same page – or that your own understanding of a purpose won’t shift over time if it isn’t documented
It is critical to get change done right, lest you usher in more negative mythologies through a false dawn and reinforce a negative, unproductive culture.
It’s often the simplest changes that have the biggest and most sustainable impact for the long term.
We take participants through a prioritisation toolkit to help them do this well – in a structured, rapid way.
I often circle back to the importance and principles of well-designed measurements. Here’s a model that we use with our clients to get really specific on that structure and rigour.
Taking a top down and bottom up approach will allow you to get a broad and deep picture of how you’re going against how you’d like to be going.
A lot of visionary and clever strategic plans fizzle out, much to the frustration of the designers. Here’s how to avoid it and make your strategy viable.
Being able to answer these questions about your vision and your current performance – and recognising gaps in your knowledge – will help usefully structure the information you have.
There are a few common self-defeating myths about working on the future that I think hold us all back. Slowing down – and you must slow down to think about the next few months and years – requires some discipline.
By Chally Kacelnik It’s an exciting time when organisations are overhauling their vision and planning: synapses are snapping, there’s energy in the air, and people
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