First of all, there will always be a paradigm. There might be a state where conflicting paradigms are competing for supremacy but a time without paradigms is not possible.
Having recognised how your own expectations and therefore paradigms influence your beliefs about the world, you can use this ability to advance.
Assuming you have discovered the state of severe discomfort where your old paradigm does not fit anymore, what kind of leader or in general human resources are necessary to complete the paradigm shift? For instance, why do the big strategy consultancies employ often people with backgrounds that often seem counter-intuitive to the business that are in?
Whenever we kick of a strategy study in our consulting business with a client, we face a classic choice – do we involve the team from the start or work in a think tank and then syndicate the results. I was fascinated to notice that this dilemma occurs more often as mentioned in the recent BBC Article ‘The Difficult Art of a Good Brainstorm’.
There are many relevant points in the article but I think a fundamental point has been omitted that applies to many organisations, especially larger ones. It is of little relevance how good the idea is as long as the organisation does not buy into it. Therefore consulting the wider team in early stages can be critical to paving the way to future radical change. In order to achieve a mental alignment, it is important to to assess early on whether the strategy is likely to just be an ‘evolution’ from where you are today or more a ‘revolution’. Continue reading →
On our cibsys website we have been writing about the challenges of governing your IT portfolio – http://www.cibsys.com/index.php/ten-questions-to-ask-your-it-department/. When thinking about this sort of thing it is also worth considering how your organisation responds to the external market place and the sometimes radical trends that come at organisations. Out there in the sea of the real world there are millions of ideas surfacing every day; these ideas coalesce into waves that can batter an organisation. Increasingly we have seen waves of disruptive technology hit businesses and there is now a blur between business strategy and IT/technical strategy, so much so that the two become more and more intertwined. Each organisation needs to have a process for watching the sea of IT technology and trends (and the same in the wider market place) and decide which waves it needs to catch.