Vogel Wakefield blog

Vogel Wakefield blog

November
04
2016

A university’s strategy won’t succeed if it doesn’t excite staff

John Henry Newman defined an exciting purpose for universities.

John Henry Newman defined an exciting purpose for universities.

 

We recently ran a workshop with a university as part of some work we are doing with it on its strategy. In one exercise, we asked those present to reflect on what it was that they found exciting about it. The results were illuminating and we were hopeful that it would enable the team to engage their colleagues more effectively in the merits of what they were proposing. However, I was surprised when one member of the team commented that the word “exciting” was an odd one to use in relation to a strategy. He’d never heard it so used before. To which my reply was “what’s the point of a strategy that isn’t exciting?”

The term “strategy” is perhaps one of the most over-used and abused words in organisations both public and private. To some it’s a kind of virility symbol, to others it reeks of business school managerialism. At its most basic, a strategy is (or should be) a carefully considered, evidence-based plan for allocating an organisation’s resources in the most effective way possible to secure a desired end.

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June
16
2012

Renewing corporate culture one soul at a time

Gary Hamel wants business to embrace timeless human values

 

Book review: What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel.

What Matters Now by Gary Hamel is a critique by a renowned management thinker of the apparent collapse in moral values in big business that was revealed by the financial crisis. It’s a startling read because, while being a contribution to the airport news-stand canon of management literature, it uses language and imagery which is alien to the corporate world – precisely to question their absence. Hamel offers an impassioned call for a more compassionate and ethically-grounded capitalism which puts value rather than cost at the centre of its concerns.

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