By Robert W. Jacobs
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Extra resources for Real-Time Strategic Change
A small, select group of people regularly meet for a period of several weeks or even months, carefully crafting plans for a new and better future for their organization. They may be a strategy development or planning and policy unit, a top leadership group, a steering committee or task force. Informed by surveys, studies, and analyses, plus additional data collected from others both inside and outside of their organization, this team of highly committed and respected people forges new ground. Others, especially senior managers and maybe the board of directors, get periodic progress reports from this group and offer comments regarding the focus and direction of their work.
This maxim holds true for organizational change efforts as well. Not involving more people in planning changes reinforces people's beliefs that their narrow, fragmented views of reality are accurate and completea potentially costly and disastrous assumption. A second option is to make assumptions regarding the thoughts and ideas of those not able to participate. This choice reflects a more considered path than the first, because people realize they need more information than they themselves possess.
The Page xiii third and final type of quote appears in the form of case studies which you'll find in Chapter 9. These stories are presented by key players in their own words, and take you inside five real time strategic change efforts. You will see how the technology was customized to meet unique needs and what results were achieved. Treat the case studies as conversation starters; a place for you and others to begin an inquiry into the potential that real time strategic change may hold for your organization.