We’re at an inflection point in the life of our society – and maybe our species – where we need to deeply understand our situation and our options. But who has time for that? We have incomes to earn, targets to reach; things to sell and customers to please. It’s tough out there.
Barack Obama has popularised the notion of being on the right side of history – by which I think he means the progressive side that sees the world as it is more clearly and accepts the challenges and opportunities it throws up.
Is your firm on the right side of history? Will you and your customers thrive and prosper come what may? It’s a big question and one that many of us are ducking because it seems so complicated.
But it’s really not if you can identify what matters most. The question we must answer is: how can we [individually and collectively] consolidate our advantages and cushion our vulnerabilities.
• To do that we need to know the lay of the land – what forces and events are currently impacting on our people, how they in turn interpret and experience these impacts, what effects they have and what future pathways they open up.
• Then we need to repeat that analysis on our own organisation or firm. What forces and events are impacting on us, how do we interpret and experience them, what effects are they having on us and what future pathways are they opening up?
• Finally we need to pull all these insights together into a set of coherent strategic insights that tell us what we can do to optimise our relationships, our capabilities and our communications so that we can ride the waves of change that engulf us.
Easy to say, but how do you do that?
1. Windshift’s The Lay of the Land study can solve the first part of the puzzle. It’s a shared research project designed to provide an in-depth view of the realities of life, the dominant issues and the underlying values of New Zealanders in 2017.
2. You can use our proprietary Windshift Observations Framework [WOF] to analyse your organisation’s situation. This set of worksheets and questionnaires helps you to identify the realities of your situation and the way those realities are ‘processed’ internally.
3. A Strategic Observations Workshop, facilitated by Windshift will mesh your realities and those of the people you serve into a set of measurable and actionable insights that clarify your choices, your best future pathways and your strategic advantages.
4. But strategies without execution are dreams. The final element is to prioritise measures that boost resilience, strengthen core functioning and open up new pathways so you can both recognise and stay on the right side of whatever turmoil might hit us.
Thinking about things that may never happen is a low priority for most firms. That’s not what this is. Windshift’s role is to help organisations internalise a strategic mindset so that whatever you are doing, it becomes almost second-nature to assess the broader consequences of action or inaction.
If you don’t already operate this way, or the situational analysis you have is ineffective, you can learn more about Windshift Observations framework by getting in touch with Windshift Director Jill Caldwell.