The strategic decisions of companies can only be implemented effectively after they are broken down into objectives and goals that can be parameterized and in tasks that can be performed by teams and people.
Before that, the strategic project is nothing more than a “statement of intentions” whose fulfillment can only be determined a posteriori, not rarely in the closing of the company’s balance sheets.
Predicting and providing are fundamentals of the planning, deviations prevention and contingency process, driven by the whole brain path.
The first step of this process is the grouping of information towards the dual brain approach, listing at the left side ( brain’s left hemisphere) the plans of the company’s technological sub-system. And at the right side the realities of the human side of the markets and industry.
Three major questions are:
- The themes on the left side are Projects; things to be just like as if written with ink on paper.
- The themes on the right side are the realities of the environment and of the companies culture, written in blood over times of existence, at the foundations of the business.
- Gaps may stand between those two premises and can only be closed by rushing the adjustment of the projects to the realities.
von mentor@luxurymarketreview.com
