Leaders face the difficult challenge of selecting those few operational activities their organization will pursue from the multitude that are proposed every planning cycle. Collectively, these activities define the company; its culture, its direction, and ultimately its success or failure.
Selecting those activities the organization engages in requires a degree of both art and science. Initiatives pursued should support the organization’s qualitatively defined values, culture, and strategy while at the same time positioning it to maximize quantifiable benefit creation at minimum cost. The resulting portfolio of activities to be performed serves as an input to both the annual and long-range business plans; charting the course for the organization’s future.
Focus of the Alternative Selection Forum
Resources in this forum are dedicated to discussing the principles and practices enabling leaders to most effectively choose those options aligned with the organization’s values and goals while offering a maximum value return to the organization and its stakeholders. The following articles, podcasts, documents, and resources cover those topics foundational to effective alternative selection.
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Every decision made represents a risk to the organization; some large, others small; some immediate, others latent; some positive, others adverse. Regardless of the impact, it is desirable to have each decision bring optimal benefit to the organization. Achieving these frequent, repeatable, and positive results requires a mechanism to drive consistency in decision-making; consistency that is only achieved through established procedures on which decision-makers are trained and against which performance is evaluated and acceptable behaviors reinforced.
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There are people in every organization you know whose titles indicate they are leaders. Often, and unfortunately, their employees beg to differ. Oh, they don’t say it directly, not to the boss’s face, anyway. They say it with their ho-hum performance, their games of avoidance, their dearth of enthusiasm. Leaders – real leaders who have mastered their craft – don’t preside over such lackluster followers. If reading this makes you squirm with recognition, you may have a problem lurking.
You’re really just masquerading. You haven’t yet earned the right to lead.
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John Hamm is one of the top leadership experts in Silicon Valley. He was named one of the country’s Top 100 venture capitalists in 2009 by AlwaysOn and has led investments in many successful high-growth companies as a partner at several Bay Area VC firms. Hamm has also been a CEO, a board member at over thirty companies, and a CEO adviser and executive coach to senior leaders at companies such as Documentum, Cisco, Hewlett-Packard, TaylorMade-adidas Golf and McAfee. John teaches leadership at the Leavey School of Business at Santa Clara University.
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When considering various operations to continue or new initiatives to pursue, there tends to be a singular focus on cost, revenue generation potential, or regulatory compliance necessity of the activity. However, many initiatives offer highly qualitative but no less beneficial contributions to the organization that should be considered beyond the simple financial return. In today’s marketplace, some of these qualitative benefits significantly contribute to sales such as the advancement of diversity and inclusion within the organization and green initiatives in both the organization’s production processes and products. Such qualitative benefits serve to enhance the organization’s reputation and in doing so attract superior talent and additional customers that would otherwise be lost to competing organizations. Thus, it becomes increasingly important to consider the total benefit of ownership of a give business operation or initiative; one that includes the ongoing quantitative and qualitative benefits these activities.
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StrategyDriven Alternative Selection Forum
/in Alternative Selection/by StrategyDrivenSelecting those activities the organization engages in requires a degree of both art and science. Initiatives pursued should support the organization’s qualitatively defined values, culture, and strategy while at the same time positioning it to maximize quantifiable benefit creation at minimum cost. The resulting portfolio of activities to be performed serves as an input to both the annual and long-range business plans; charting the course for the organization’s future.
Focus of the Alternative Selection Forum
Resources in this forum are dedicated to discussing the principles and practices enabling leaders to most effectively choose those options aligned with the organization’s values and goals while offering a maximum value return to the organization and its stakeholders. The following articles, podcasts, documents, and resources cover those topics foundational to effective alternative selection.
Articles
Principles
Best Practices
Warning Flags
Resources
Books
Decision-Making Best Practice 13 – Document the Decision-Making Process
/in Decision-Making, Premium/by StrategyDrivenHi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
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Leadership Inspirations – Avoid Absolutes
/in Leadership Inspirations/by StrategyDrivenEdmund Burke (1729 – 1797)
Anglo-Irish statesman, author, orator, political theorist, and philosopher
Remember to avoid using absolutes…
Have You Earned the Right to Lead? Ten Deeply Destructive Mistakes That Suggest the Answer Is No (and How to Stop Making Them)
/in Management & Leadership, Practices for Professionals/by John HammThere are people in every organization you know whose titles indicate they are leaders. Often, and unfortunately, their employees beg to differ. Oh, they don’t say it directly, not to the boss’s face, anyway. They say it with their ho-hum performance, their games of avoidance, their dearth of enthusiasm. Leaders – real leaders who have mastered their craft – don’t preside over such lackluster followers. If reading this makes you squirm with recognition, you may have a problem lurking.
You’re really just masquerading. You haven’t yet earned the right to lead.
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Alternative Selection – Total Benefit of Ownership
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