{"id":105,"date":"2020-06-15T15:54:00","date_gmt":"2020-06-15T15:54:00","guid":{"rendered":"https:\/\/katkat.org\/?p=105"},"modified":"2023-02-12T16:22:12","modified_gmt":"2023-02-12T16:22:12","slug":"in-a-time-of-change-i-talk-business-analysis-and-act-strategy","status":"publish","type":"post","link":"https:\/\/alminawi.com\/aslt\/2020\/06\/15\/in-a-time-of-change-i-talk-business-analysis-and-act-strategy\/","title":{"rendered":"In a time of change, I talk \u201cbusiness analysis\u201d and act \u201cstrategy\u201d"},"content":{"rendered":"\n

While leading change in today\u2019s VUCA-influenced organizations, the final, expected outcomes do not happen overnight. We analyze, learn, adapt, and improve, then we get things back on track. We lead the organizational change effectively only if we develop self and others around us. \u201cThe world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.\u201d \u2015 Albert Einstein.<\/p>\n\n\n\n

Not only we must think systems and patterns while changing our organizations, buy also we need to do so interdependently with our stakeholders. \u201cIf you\u2019re only a \u201cHammer\u201d, everything will look to you like a \u201cnail\u201d.\u201d \u2013 George Sharp. This means that good leaders must think differently while transforming self and their predictable or unpredictable organizations, relying on wider thinking horizons, deeper sense-making, and more committed advocates.<\/p>\n\n\n\n

Today\u2019s leaders need to unravel the maze of complexity from a leadership perspective. Then, they may recognize a polarity causing this complexity. Here, leaders learn to think, to trust, to make sense, and to lead. \u201cIn a time of drastic change, it is the learners who inherit the future. \u2015 Eric Hoffer. We only learn, if we analyze our practice against a higher level of focus \u2013 strategy \u2013 that directs us and aligns our efforts.<\/p>\n\n\n\n

Therefore, I think that I need to better understand (make deeper sense of) my organizational strategies and systems. I may be challenged by simple, complicated, complex, and\/ or chaotic sub-systems. If I advance even more in unraveling the maze of the sub-systems and small contributions, I will improve in terms of putting them back together so that their synergetic interdependence is better aligned with my organization\u2019s strategy. And so, I strive to capitalize upon the \u201csmall\u201d contributions within my organization and intend to make them coalesce into a hurricane of joy and a cadence of harmoniously, positive results.<\/p>\n\n\n\n

<\/p>\n\n\n\n

<\/p>\n\n\n\n

_________<\/p>\n\n\n\n