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Make direction setting bottom-up and outside-in

“All stakeholders need a role in setting strategic direction.”

As the pace of change accelerates and the business environment becomes more complex, it will become increasingly difficult for any small group of senior executives to chart the path of corporate renewal. That’s why the responsibility for defining direction must be broadly shared—with all organizational members and interested external constituencies. Only a broad, participatory process can engender wholehearted and widespread commitment to proactive change. When it comes to setting direction, influence should be a product of foresight and insight rather than power and position.

52 Stories
104 Hacks
7 Barriers

Make direction setting bottom-up and outside-in

“All stakeholders need a role in setting strategic direction.”

As the pace of change accelerates and the business environment becomes more complex, it will become increasingly difficult for any small group of senior executives to chart the path of corporate renewal. That’s why the responsibility for defining direction must be broadly shared—with all organizational members and interested external constituencies. Only a broad, participatory process can engender wholehearted and widespread commitment to proactive change. When it comes to setting direction, influence should be a product of foresight and insight rather than power and position.

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Bring the ideas of integrative (not competitive) negotiation to bear as you lead daily and large-scale organizational activities.
Hack by Terri Griffith on June 29, 2011
Blueprint for Impact is an open innovation platform that provides a systematic way to break down society's challenges into a set of measurable goals and actionable steps - an “agenda for action”.
Hack by Peggy Liu on December 15, 2011
Co-Authored By Deb Kemper
Get leaders truly working for their teams, rather than the other way around.
Hack by Leslie-Ann Bergstrom on September 21, 2010
Cloud-based software tools to support the transformation to liberated work teams by relying on evidence-based, high performance practices. 
Hack by Mike Tobias on December 16, 2013
The Ice Cube is like a Hero in the fairy tale story, that born from a discussion among activies in the bottom of the organization, swiftly up to become the Ice Cube, the intranet 2.0 portal,  the
Story by Ice Cube Team on July 11, 2011
Are you encouraging the right behaviors and valuing the right skills to succeed in an Enterprise 2.0 world? Most have experienced the power of "Web 2.0" tools -- tools like
Hack by Ben Willis on April 26, 2012
Co-Authored By Nyla Reed
Although the spectrum of possibilities offered by contemporary collaborative technologies for energizing our workspaces has broadened considerably in the recent years, we believe there is still signif
Hack by Emmanuel Kaldis on March 30, 2014
360 and Upward Assessment Surveys, My View From the Bottom of a CorporationI read an article in the Wall Street Journal on December 8, 2011, by Joann Lublin entitled, “Transparency Pays Off in 360 deg
Story by Jim McGriff, Jr. on May 22, 2013
Measure the attitudes of your stakeholders in surveys. Link their scores to financial performance using factor analysis and structural equations.
Hack by Anders Magnusson on May 26, 2010

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