MODERN BUSINESS
But beware - organisations that utilise strong metrics for performance and prioritise operational efficiency can suffer from A Delusion of Progress . In this scenario , the activities that provide the richest and most immediate sense of progress are the wellestablished default ways of doing things . This means we feel a sense of progress by completing emails , attending meetings , ticking all the right boxes and being productive . But the question remains : is this meaningful progress ?
We need to carve out time amongst the busyness to refresh what true progress looks like within our current and emerging business context . Or else , one day after a long winning streak , you may wake up to realise that our business is no longer relevant .
The path to relevance starts with the identification of patterns and default thinking . Most of the time , these patterns are needed – they save us time , and make us more efficient .
But if they get in the way of strategy – that ’ s when we are in trouble .
Good strategy can feel incredibly inefficient . For example , when a strategic offsite is done well , there is room for curiosity and empathy . There is an opportunity to explore better ways , and to meet the anticipated needs of your customers . The conversation is emergent , and you resist the urge to jump to quick fixes and familiar solutions .
But , when too busy for meaningful progress , strategy meetings are made ‘ efficient ’. We fall into familiar patterns : a tight agenda is made in order to optimise time , and previous templates are used in order to provide structure . In this scenario , someone may challenge the default strategy — but it won ’ t be long into the discussion until someone points out that we are already running over time . The group will then rally to get back on track with the agenda , choosing to persist with the established default , or to go with the idea that maximises harmony
( and group think ) amongst the team . Then , at the end of the day , the leadership team will find themselves staring at a set of goals that looks disturbingly similar to last year ’ s set of goals . Efficient , yes . Effective : not one bit .
If all this sounds too familiar to your business , then here are three hints on how you generate meaningful progress :
Review your business model every
1 six months with a diverse team . Invite input from customers and those who work directly with them .
Develop rituals that emphasise
2 critical reflection and new learning . Rotate the chair for your meetings , and integrate TED talks or similar stimulus material .
Reward useful failures , to signal
3 that curiosity and experimentation is valued .
The future belongs to those willing to pioneer beyond the established efficiencies of default thinking .
Dr Jason Fox is the author of How to Lead a Quest : a handbook for pioneering executives . Learn more at drjasonfox . com
July 2016 ModernBusiness 55