Is the Work You’re Doing Contributing to Your Strategic Vision?
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.
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.
Having the resources, enthusiasm, and expertise isn’t enough. These need to be organised to support your organisational outcomes, not organised around narrow functional inputs reliant on individuals.
So much for knowing how you do the work. How do you know how your process is working out for your customers?
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.
If you make KPIs meaningful and connected, you’ll get an accurate picture of performance from staff. You’ll also get staff who are more motivated and clear on their work and its value.
Sometimes you’re so busy with doing the work of an organisation that it’s hard to see whether that work is appropriately directed and organised.
At LKS Quaero, coaching is something we practice with rigour and planning. Here’s how we apply it with our clients.
We’re strong believers in program governance that links every activity back to your objectives. It doesn’t have to be overwhelmingly complicated or impenetrable – in fact, it shouldn’t be.
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.
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