Strategic learning 2.0 – taking a system approach on strategic direction and leadership

Jomer & Co helps companies and government organisations develop and implement their strategic directions with a system-based leadership approach. The key insight that the quality of direction, learning and implementation are fundamental for the organisation´s ability to close the gap between the current and wanted positions puts high demand on leaders.

Taking a system view on leadership, a clear and balanced common thread through the strategic direction is secured. Clear direction and targets are set, learning is prioritised, change is executed, and capabilities to distinguish and integrate different perceptions of the strategic direction are established. It is the many decisions and activities performed by the employees every day that really determine if the organisation will attain its wanted position.

Framing the strategic direction through strategic learning to attain the wanted position

Strategic dialogue – executive support to identify and solve strategic issues

Balance analysis – identify and analyse imbalances in the strategic direction

Components of the strategic direction:

  • Wanted position – in adequate areas, define where the organisation aspires to be in 3-5 years
  • Strategy – define where to play, what the organisation should do to win and what to prioritise to reach the wanted position
  • Operating model – aligning the organisation behind the strategy in terms of structure, processes, people, culture, measurements and rewards
  • Business plan – for the coming year, identify targets and activities that lead toward the wanted position and specify when the activities are planned and who is responsible
  • Fast track – establish a process to manage sudden strategic external and internal events 

Strategy process for strategic learning:

  • Learn – do a situation analysis based on adequate perspectives and draw insights how identified trends impact the organisation and its broader environment
  • Focus – define the strategy, i.e. customer focus, winning proposition and a few key priorities
  • Align – align the organisation in its broader sense behind the strategy, i.e. structures, processes, people, culture, measurements and rewards
  • Execute – execute the strategy, experiment and learn from experience 

Business planning process – develop an integrated planning process based on adding value for customers and organisation 

Functional strategies – e.g. innovation, digitisation, HR, communication, partner, sourcing and operational excellence

Moving the organisation through system-based leadership along the strategic direction

Leadership dialogue – executive support for leaders and leadership teams to identify and solve leadership issues

Balance analysis – identify and analyse imbalances in the leadership system and its dynamics

Operations-based leader development – a leadership program that effectively interlinks development of leaders and operations 

Collective intelligence:

  • Unifying Progress Sessions (UPS) – increase the capability of the leadership team to unisonally follow up the strategy and ensure progress toward the wanted position
  • Strategic Metalog – execute an open, honest and collective dialogue about the strategy and calibrate the conditions for a successful implementation
  • SAX Dialogue – secure cross-functional collegial collaboration between managers/key people to increase progress toward the wanted position
  • Knowledge integration – identify and analyse the organisational learning process and develop how knowledge is utilised and integrated in the organisation 

Human capital:

  • Leadership planning – establish a process to ensure adequate leadership capacity, including succession planning, to ensure quality of direction and implementation
  • Leadership Profile Analysis (LPA) – increase the knowledge of individuals’ and groups’ leadership profiles in order to ensure optimal contribution
  • Competence planning – establish a process to secure adequate competence capacity, short term and long term, in order to ensure quality of learning and implementation 

Organisational dynamic:

  • Leadership teams – develop good group dynamic through increased efficiency in the collaboration process, i.e. secure a team’s ability to excel in performance, engagement and mutuality
  • Balanced steering – analyse and develop the balance between management by objectives and management by values
  • Organisational efficiency – manage lack of clarity in roles, responsibility and interpersonal dynamic in order to ensure quality of direction, learning and implementation
  • Organisational culture – identify current culture, analyse negative impact on the strategic direction and transform it to support the implementation