Ambição e objetivos

Ben: Starting your net zero journey involves first measuring your impact. Understanding what options are available to you for reducing your footprint, and then setting some targets both long term and short term. You need to break your ambition down into objectives for each part of the organisation. Something that means something to them. You need to understand what's in your control, what you need to develop, and what things you're relying on being in the world in future. You really need to bring everyone with you and help them understand the part they play in your journey. Delivering those big ticket items is important, but it's actually the small things that everyone can see that really make them believe.

Ryan: A good strategy can push ambition on the edges of achievability. But that often means that people need to be brought along the journey to believe that it can be done. Benchmarking is an important part of building confidence in the strategy. It gives the sense of whether something like this has been achieved before, and therefore whether it feels realistic. for decision makers. We often find that scenario modelling or red teaming as a great way to stress test the strategy. It allows people to express their reservations and the risks they perceive, then collaboratively, share them with the group and work through them in a constructive way. We regularly find that this leads to much better additions to the strategy that hadn't been included before whilst also building buy in.

Sandy: Your strategic goals should be inspiring, purposeful, but achievable. These goals should act as the North Star for your organisation to guide decision-making. It's important to keep it simple. Be authentic to the purpose of your business so that everyone can relate to it and understand the role in which they play. Your goal should speak to the position that your business is in today and set up the context for the overarching strategy. Then you'll be in a position to identify the tangible and measurable changes that need to happen, whether in capability, skills or technology, in order to equip your organisation with the ingredients it needs to achieve success. 

Natalie: To remain relevant an organisation needs to be able to pivot and adapt to changing demands, trends and market conditions, anticipating the correct mix of capabilities resourcing needs and technology is key. Mature companies build an infrastructure of leading and lagging indicators of strategic performance. They create clarity around accountability of ownership of those metrics, and create incentive structures around them to reward delivery. We often tell clients, what gets measured gets done, and getting those metrics right is crucial.

Ryan: A good strategy can push ambition on the edges of achievability. But that often means that people need to be brought along the journey to believe that it can be done. Benchmarking is an important part of building confidence in the strategy. It gives the sense of whether something like this has been achieved before, and therefore whether it feels realistic. for decision makers. We often find that scenario modelling or red teaming as a great way to stress test the strategy. It allows people to express their reservations and the risks they perceive, then collaboratively, share them with the group and work through them in a constructive way. We regularly find that this leads to much better additions to the strategy that hadn't been included before whilst also building buy in.

Sandy: Your strategic goals should be inspiring, purposeful, but achievable. These goals should act as the North Star for your organisation to guide decision-making. It's important to keep it simple. Be authentic to the purpose of your business so that everyone can relate to it and understand the role in which they play. Your goal should speak to the position that your business is in today and set up the context for the overarching strategy. Then you'll be in a position to identify the tangible and measurable changes that need to happen, whether in capability, skills or technology, in order to equip your organisation with the ingredients it needs to achieve success. 

IAN: A boa estratégia começa com um conjunto de problemas nítidos que precisam ser resolvidos. Ele define o que precisamos fazer para resolver esses problemas e define como devemos resolvê -los, o que precisaremos ser bem -sucedidos e quando as coisas precisam acontecer. Para algumas pessoas, a estratégia pode terminar por aí, apenas uma descrição das coisas estabelecidas em um documento interessante. Mas uma boa estratégia tem que ir muito além disso. Tem que ser persuasivo, para os acionistas, para os diretores, para a equipe. Deve ser social. E por ser social, deve ser emocionante. Reflita as ambições da organização e ajude a motivar todos a embarcar em uma jornada. Ele também deve refletir a realidade no terreno e permitir nuances e peculiaridades particulares para os negócios. Ele deve ser entregue e reconhecer o nível de esforço necessário para alcançá -lo. Ele deve ser adaptável a questões que inevitavelmente surgirão à medida que o tempo avança, e deve ser mensurável para que o progresso possa ser rastreado e comemorado. Acima de tudo, ele deve pertencer ao negócio, não apenas pelo CEO ou pela equipe de liderança, mas por todos. Boa estratégia feita corretamente parece que todos se unindo na mesma direção para resolver problemas de hoje, para ajudar a construir a organização de amanhã.