In Simon Raven’s novel ‘Alms For Oblivion’, one character says of another: “He’s never seen anything he doesn’t want to see in his life.” We can all be like that – no matter how observant or open-minded we like to think we are.
But Rock LaManna says, in a Fespa blog with the exaggerated title of ‘The Two-Part Process For Unstoppable Growth’ that strategic growth often starts with a reality check by seeing what their team think. “The most successful CEOs are not always the ones who are most knowledgeable or decisive,” says LaManna. “They are often the leaders who create the best teams, inspire peers and set a coherent vision to align the team’s mission.”
Once you look at the business as a team, he suggests that growth can come from some prosaic sources, such as a decision to focus on – and generate added value from – your big accounts. This might sound obvious but many of the options he recommends – aligning yourself with key suppliers, creating a joint venture or developing a new market – might make more difference to the bottom line than half-baked reorganisations, a fancy new website or a new mission statement.
If you’ve got mission statements on your mind, tale some advice from an expert like the Orion Consultancy (http://www.orion-consultancy.com/1/post/2012/08/mission-vision-values-and-strategy-how-to-untangle-them.html/). They recommend that every quest to redefine your mission statement should start with one question: “Why do we exist?”
An easy question to ask, but can you succinctly answer it?