May 29th, 2010
I wanted to repost a comment I made on Mike Hirshland’s latest blog post “Bringing Your VC Inside the Tent”
Mike, cool to hear how social networking has impacted your dealings with portfolio clients. I’ve found the premise of E2.0 (Enterprise 2.0 which is social networks within a corporate setting) to be a great starting point. The problem is that E2.0 doesn’t yet have the killer app it needs to be truly transcendent. Their is benefit in having a structured outcome associated with the input. It happens mostly in project management apps with social functionality – typical communication and collaboration stuff associated with completing a project.
OmniStrat is applying that same benefit to a much larger problem in the business world – the incredibly high failure rate around strategy execution. Strategy is a people-centered issue and social networking is the perfect forum to debate, discuss and resolve issues that go to the purpose and aspirations of a business. When you combine that with a structured outcome of direct business success we trust we will have a worthwhile solution for companies.
You may recall I’m a Dogpatcher – thanks for starting such a worthwhile social program. I look forward to giving back to the entrepreneurial community with a application that will get everyone on the same page, going in the same direction and having great visibility in how the journey is going.
Tags: social networking
Posted in People-centric issues | 3 Comments »
February 1st, 2010
If you believe the premise that strategy management is about people then you probably struggle with the predominate approach companies take in managing strategy – through metrics monitoring. I struggled as well in my first position managing the execution of strategic plans for the company I worked for.
Even though I was managing people, the tools to monitor strategic progress were KPI’s embedded in a report – populated by transaction data – that I didn’t get access to until a week after the month had closed. This was more than a few steps removed and quite a bit after approving the activity and budget requests coming from my team. It was this period in between that worried me. That was where things happened or didn’t. Waiting for the report didn’t change anything; we were already in the middle of other initiatives.
Eventually I shunned the reports and focused on initiatives and activities that did matter. The reports had their use, but not in helping me with my main responsibility – deciding which of these people-initiated and led activities were going to have an impact. I am now focusing my energies into helping others with this struggle – how to get strategy management to focus on people first and make the entire process of strategy management easier.
This blog will document my efforts which, owing to my premise, will contain as much discussion from others as it does from me.
Posted in People-centric issues | 2 Comments »