The Hidden Agenda
If the CEO has something up his or her sleeve that is not immediately apparent from all the business planning and strategy work, then watch out for trouble.Working with a plc before Christmas it was the man at the top that had heard me speak to an IOD conference about Clarity of Direction and the Bull’s Eye. So I had been brought into repeat the presentation but to apply it to his directors and senior management team. With nine separate divisions all working in different but related aspects of the pharmaceutical industry it rapidly became clear that no one had much idea what any of the other divisions actually did or how they contributed to the Bull’s Eye for the group as a whole.
This puzzled me for a while because all 200 employees are based on the same site. So during the afternoon we broke into nine separate groups with three or four people on each table. It was only when the focus arrived at the CEO’s table that he disclosed his personal ambition for the company that was a complete surprise to almost everyone in the room.
In fact his statement was so radical that it would mean the closure, restructure and maybe renewal of all the divisions. No wonder he wanted me in there, but there is now so much more work to be done.
Without Clarity of Direction in any organisation then levels of trust between colleagues, staff stakeholders and ultimately customers are low.
And then you can forget about developing and sustaining competitive advantage.
Labels: harnessing intellectual capital, the problem with hidden agendas, transparency in business
posted by Tim @ 8:57 AM
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