Skip to content

Posts from the ‘Organizational Clarity’ Category

The “Un-sexy” Work of Making Strategy Real

by Way-Ting Chen (December 19, 2014)

At heart, I am a strategist. I have a bit of a confession to make: over the course of years, I have witnessed it over and over again—in my years as a research analyst, a corporate management consultant, and now a social entrepreneur. But despite having the soul of a strategist, I have found what I am about to share with you to be undeniably true.

Strategy matters. It matters a lot. Strategy that bridges aspiration with a grounding in what it takes to make that strategy happen is the most effective of all. But here’s the secret that “strategy consultants” don’t always tell you: strategy means nothing if you can’t make it real. How you do something will define success for what it is you set out to do. In the end, implementation trumps strategy every time.

But do not fear, my strategy-minded friends. Implementation planning (i.e. pacing and calibration of how to achieve your strategy) builds the bridge between what you’ll do and how you’ll do it, but its power goes beyond articulating how you are going to make your strategy real. If done as part of a thorough strategic planning process, it can help inform the strategy too. It’s not linear; rather, it is an iterative conversation. And it makes what you’re trying to do more likely to come true.

Think of it this way: it starts with the planning. Implementation happens in one form or another whether or not we plan intentionally for it, and I’ve seen my fill of “strategic plans” that define the what (e.g., strategy) without any reference to the how (sustaining the business model, organizational implications, implementation roadmap, etc.).

One of the leading strategy firms in the world, McKinsey, wrote about implementation of corporate strategy, but I believe it applies to the field of social impact as well: “good implementers retain more value at every stage of the process than poor implementers do, and the[ir] impact is significant.”

To be clear, I’m not advocating for implementation without strategy. Nor am I advocating for implementation planning without strategic planning. That would be like trying to map directions without knowing where it is you’re trying to go.

What I believe in is defining strategy in tandem with an implementation roadmap. Let strategy frame implementation, and let implementation ground strategy. When this intentionally and methodically occurs during the planning process, you get increased organizational clarity, healthier economics to sustain your organization, and greater accountability to drive results.

Check out McKinsey’s article to learn more about their findings regarding what sustains strategy throughout implementation. We want to know: what has been your experience with implementation and planning for implementation? How much have you invested in implementation planning has it related to your organization’s strategy? Tell us in the comments section or by emailing hello@bluegarnet.net!

Impact Thinking: How Does Your Organization Compare?

by Jennifer Shen (11/26/14)

Thank you all for the incredible response to part one of our Impact Thinking brief!  Some say this paper has made them think about impact amidst rapid growth, others have used it to launch discussions of overall organizational effectiveness. We are thrilled to have ignited a conversation around the critical mindset we call “impact thinking.”

Impact thinking is an organization’s longer-term, holistic view of achieving its desired social impact. It is characterized by continuous learning and accountability practices that deliberately, doggedly, and effectively measure performance against intended impact. In part one of this briefing, we explain why impact thinking can be challenging and examine some common misconceptions.

Your feedback got us wondering: where are others on the path to impact thinking? Let us know where you or your organization falls, and see where your peers rated themselves by participating in the poll below!

 

We know you’re excited to read part two of the briefing (we are too!), so we will be publishing it in mid-December. In part two, we’ll share how you can get “un-stuck” from limiting practices and become an impact thinker, some of the benefits you can expect, and leading examples of impact thinking in the sector. Stay tuned!

Beyond Satisfaction, Learn What Your Clients Value

Who really does client surveys these days? Well, we do! And most other learning organizations. Find out what we learned from ours, and how we are using it to help serve our clients and the sector better.

Read more

How to Be Exceptional in 4 Easy Steps

You work hard to create social change in your communities, for those most in need and those who have fallen through traditional safety nets in our society. But at some point, you need more than the passion and commitment that drive your work.

Challenges emerge. You plateau. It happens to all of us.

So what does it take to achieve great impact over good enough?

Read more

Moving Our Own Needle: Adapting Blue Garnet

What happens when the changing environment forces a firm to re-evaluate their business model and impact? Innovation! Well, as long as that firm is willing digest the learning and course correct... Take a peek at some of the things we learned at Blue Garnet this last year.

Read more

%d bloggers like this: