A break from maturity,

Perfection changes with context, community, timing, and experience.

Maturity Models Part 6

From the perspective of organisational cost. the time, effort, and money required to run a system, Level 3 is often the sweet spot.

Maturity model Part 5.

Create a working environment in which trust can emerge.

Maturity model Part 4.

The work of delivering strategy is the work of leadership… though perhaps not in the way we have been told.

Maturity model Part 3.
This is where the maturity model becomes the beating heart of an adaptive strategy.

Maturity model part 2,

Each and every level of maturity has something to offer.

Introducing a capability maturity model,

There is very little shared understanding of what people mean when they say “strategy” or “systems”

So here is my attempt to take the word salad and, simplify it, so that the work I do becomes a little clearer.

what does that mean for how we develop strategy?

It means strategy needs to be able to adapt.

When we pair a goal with a values statement, we are better able to adapt to challenges and opportunities without losing sight of what matters.

So, you have a strategy. Now what?

Simon Sinek famously encouraged us to “Start with why.” It is advice worth taking seriously… at least some of the time… because some of the time, we have already started.

Strategy becomes real through people and the decisions they make, the people who take action to deliver it.

Without a shared understanding of the game we are playing, we can end up with people responding to the same situation by different rules. Like someone calling “Snap!” in the middle of a poker hand.

A strategy document is not the same thing as strategic capability. In the same way having a cookbook doesn’t make you a chef.

Sherlock Holmes and Watson were camping, Sherlock woke Watson in the middle of the nights and asked "what do you see, and what does that tell you?"

What is the recipe for building trust in organisations?