NOVEMBER 2019 / NO. 2
TAGS: VUCA, STRATEGIC INTELLIGENCE, VISIONARY, STRATEGIC, PEOPLE, STRUCTURAL, PROCESS

Purpose in a VUCA-WORLD

“What means Leadership in a VUCA-World and what is missing in Strategy that drives real future Growth?”
Change in our business environment is influenced by Volatility, Uncertainty, Complexity, and Ambiguity and it’s the core of our Strategic Intelligence best practices. It implies five key roles in leadership: Visionary(1), Strategic(2), People(3), Structural(4), and Process(5). Visionary Leadership is creating your company’s peripheral vison and meets Strategic Leadership aiming to monitor the changes in the environment, grabbing the opportunities and the ability to adapt to change. People Leadership is all about agility. Structured Leadership is the ability to cross borders and disciplines to inspire cross-silo collaboration. Process Leadership is thinking about the internal processes, tearing down of obstacles and focus on innovation and continuous improvement. These five roles in leadership will strengthen the three core company strategies to drive future growth: creating new markets, serving broader stakeholder needs and changing the rules of the game. However, one crucial strategy is missing.

Purpose is a missing strategy

Usually purpose is seen as an “add-on” way to create shared value, improve employee morale and commitment, give back to the community and help the environment. According to HBR S/O 2019 successful companies moved purpose from the periphery of their strategies to the core by redefining the playing field and by reshaping the value proposition. To develop a purpose you can do this retrospective or prospective. Prospective meets our strategic intelligence practices the best way: reshaping your companies reason for being, it requires forward looking and will make sense of the future. Purpose is at the core of your strategy when you answer following questions all with YES:
  1. Does purpose contribute to increase your company’s growth and profitability today?
  2. Does purpose significantly influence your strategic decisions and investment choices?
  3. Does purpose shape your core value proposition?
  4. Does Purpose affect how you build and manage your organizational capabilities?
  5. Is purpose on the agenda of your leadership team every time they meet?
Source: HBR S/O 2019 and Neste Finland, Securitas Sweden, Mars Petcare USA and Mahindra Finance India.
“Nobody has ever taken a strategy to perfection”, Risto Sillasmaa, CEO of Nokia
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