Archive for November 3rd, 2008

NZ’s Barack Obama

Watching our leaders debate last night made me think about Barack Obama! The leaders of our two biggest parties seem tired, boring and self-interested. Their shortcomings highlighted by any comparison with BO. They may both be effective managers, but even before this current global melt-down, I think NZ needed more than just effective management. Both Clarke and Keys fail to convey any sense of engaging emotion. They just say it.

For Helen, she’s saying “trust me”. OK, well the more you say that the more I begin to wonder. Someone please tell Helen that saying ‘you can trust me” doesn’t  doesn’t mean people will trust you. While she is credible and reliable as I leader, she doesn’t connect emotionally and she and John look self-interested in just winning the election. They don’t seem authentic or principled. They will say what it takes to win.

On winning.

If I was John, I’d try and use Labour’s  trust-me message against them. For instance say “Helen is asking NZ to trust her to make decisions for them – I and National, trust NZ to make the right decisions for themselves”.

As for Keys. He wants NZ to be more aspirational. Well, he could start with one himself. What is his aspiration for NZ? Beyond the platitudes about crime, the OECD ladder, etc. If I was Helen, I’d be articulating a compelling vision. I suspect they have one but don’t communicate it well.

So where’s NZ’s BO? I suspect he/she is more likely to come from the Maori or Green parties. Many of their leaders seem real and principled. Will these parties one day challenge the dominance of Labour and National?

A bullet with your name on it.

I’ve been re-reading Gary Hamel’s business strategy book – Leading the Revolution. And been wondering about how to make strategic planning more effective. I like Gary’s quote that “somewhere out there is a bullet with your company’s name on it”. It’s a comment about the competitiveness of markets and the rapid rate at which change can occur.

Perhaps every strategic planning session should start with a conversation about that bullet. I mean, start by putting yourself into someone else’s shoes. Someone who’s vested interest isn’t in the success of the organisation.

  • How easy would it be for the organisation to fail?
  • What strategies would a competitor pursue?
  • What changes would dramatically impact the future success of the organisation?
  • What changes could we make that would guarantee failure?

I think it useful to start more dramatically, so that participants aren’t captured by the status quo. It seems far easier to be complacent when strategic planning, than it is to over estimate the potential for dramatic change.

What works for you when strategic planning?