Building a Strategy That Sticks

Daniel Maycock is one of Slalom’s acknowledged thought leaders in the realm of new and emerging technology.

What I’ve found more often then not, is that mobile strategy is more about how companies adopt to change and adapt their existing business to something disruptive, then it is about devices or the software running on them.

If a company is seen as innovative, up front, and dynamic then the corporate culture seems more hospitable towards disruption and works to incorporate whatever does the job most effectively as quickly as possible. When a company, in the eyes of the employees, is seen as being “traditional” or slow to pick up change, adopting something like mobile devices becomes more of an issue of buy-off and stakeholder agreement than it is about the technical hurdles to bring the devices into the company.

If strategy is anything, it’s a plan to move in a new direction successfully. Whether you’re talking about merging two disparate companies, or adopting mobile devices, strategy itself is an engine for change and crafting a plan on how to tackle it. Yet, companies can often be their biggest enemies when it comes to executing on a strategy, and successfully adopting whatever goals or principles are being aimed for.

The key I’ve seen in making the strategy engagements I’ve worked with stick is focusing on user adoption and stakeholder involvement, more than it is war rooms with sticky notes and high priced memorandums distributed throughout the entire company. Until a company can effectively traverse the opinions and politics of an organization, understand the triggers towards aligning employees under a unified direction for everyone’s benefit, and clearly outline that strategy is never a silver bullet but rather a target everyone should be shooting for, then even the largest most advanced strategy engagements are doomed to fall short of their target.

A strategy built on quick hits, focused on effective collaboration, with iterative steps is much more effective than a 150-page dissertation outlining massive lists of opportunities. Not to mention, something far more useful for companies, and something we’ve seen work time and time again. By empowering teams, focusing on collaboration, with goals aimed around incentives employees care about, and more importantly helping them feel like it’s something they’ll see the benefits from, then you’re setting up a strategy that is sure to gain traction and help lead to more effective strategy initiatives.

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About Daniel Maycock
Driven & passionate IT thought leader with several years experience working with companies to help solve their most difficult technology issues. Focus is around successful adoption of emerging technologies, such as Mobile & Cloud technologies, and providing the tools & expertise to help companies successfully adopt these technologies where they make the most business sense.

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