A business organization is only successful if it can deliver a clear and powerful value proposition to its customers. Whether you follow the strategic frameworks of Michael Porter, Michael Tracey & Fred Wersema, or Clay Christensen, they all lead to one conclusion; the most successful organizations in the world are able to empower its leaders and individual contributors to align and execute on a strategy that sells a value proposition that is a unique bundle of price, quality, service, marketing, and other factors that prompt customers to buy.
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We all hear and participate in the business jargon and have either become immune to it or are completely amused by it. I personally like playing a silent game of “Business Jargon Bingo” in my head when someone starts spewing the terms like “we need to stay in the swim lane,” “we need to do something new to move the needle,” “let’s set some time to get to know each other more and I will open up the kimono”, “we’ve got to start innovating to get off of this burning platform,” and of course the all-time classic, “we’ve got to get more voice of market data so we can understand the entire business ecosystem.”
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As readers of the blog hopefully know, I use this as a forum to share Business Acumen, Business Leadership, and Strategic Business Selling insights, ideas, and tools to help organizations, leaders, and individual contributors become more successful in their jobs of executing the strategy of the business.
My team of researchers, consultants, and I are constantly scanning the business universe for “weak signals” of changes and potential disruptions that will impact you in the near future. One of the many weak signals of change that recently captured our attention is the concept of “reinventing the business organization.”
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If you are an individual contributor or a mid-level leader in a global business, you may have noticed that your leaders - the people you’re report to - are angry. They are frustrated, upset, short-tempered, and unsure of how to lead effectively in a world that is increasingly volatile, uncertain, complex, ambiguous, and is lacking of people taking on self-responsibility.
There are an infinite number of theories about what’s going on and why your leaders are becoming this way. All too often they are hearing and experiencing their direct reports dip into the bucket of excuses about why mistakes are being made and why business objectives aren’t being met. The general excuses fall into the following archetypes:
Maintaining the Long-Game in a Short-Game World
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