Business 4.0
Andrea Belk Olson CEO of Pragmadik ABOUT THE AUTHOR Andrea Belk Olson is a speaker, author, applied behavioral scientist, and customer-centricity expert. As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of The Customer Mission: Why it’s time to cut the $*&% and get back to the business of understanding customers, No Disruptions: The future for mid-market manufacturing, and her upcoming book, What To Ask, coming in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, The Financial Brand, SMPS Marketer, and more. Andrea is a sought-after keynote speaker at conferences and corporate events throughout the world. She is a visiting lecturer and Lead Coach of the Startup Business Incubator at the University of Iowa’s Tippie College of Business, a TEDx presenter, and TEDx speaker coach. She is also a mentor at the University of Iowa Venture School.
10 | IMD
FEBRUARY 2022
Getting Your Team to Think and Act More Strategically
O
rganizational leaders often talk about strategy, but when it comes down to it, strategic thinking is rarely done. Leaders are often pulled back into tactical thinking due to a variety of factors, from putting out fires to having undue pressure to execute. These pulls create a culture of reaction. There's no time to actually develop a strategy. It's too long, complicated, and the outcome is unclear. Why spend time on theoretical, future stuff when we have so much to get done today? Strategy isn't just an activity, but a way of thinking. It requires practice, focus, and time. It's not a thing that you can get done in a couple of weeks with a few leadership roundtable meetings. It's even harder when your team has never really developed a strategy before or has never been thinking strategically for the past few decades. No special process or technique will magically produce a strategy. You need to first start shifting internal mindsets to think differently. It's actually an incredibly common challenge. CEOs that realize the organization is adrift and getting their
lunch slowly eaten bite-by-bite by the competition. They declare and establish a major initiative to craft a strategy that will turn things around. They make promises to their boards that their dedicated, senior-level leaders will develop a game-changing approach. After multiple weeks of time and effort wasted in meetings and discussions, there's nothing to show for it, other than a few fluffy high-level diagrams. Nothing revolutionary. Nothing game-changing. Why? Because their senior-level leaders did not have the right mindsets. They bop back and forth from daily tactics to a bi-weekly strategy session, where they've had little time to prepare, and are mentally overwhelmed with the tactical activities they aren't addressing by sitting in yet another meeting. CEOs need a new approach to have their vision become reality. It begins with mindsets. While the reality is these leaders can't simply unplug from the day-to-day, they can be exposed to what strategic thinking looks like. This starts with shifting thinking from internal to external before they dive into actually creating a strategy.
