Episode transcript The transcript is generated automatically by Podscribe, Sonix, Otter and other electronic transcription services.
Ricardo (4s): Hello, everyone. Welcome to the five minutes PM podcast today I like to talk to you about one article that I wrote recently, and I posted the, on my LinkedIn page and also on medium talking about the relevance of understanding what underlines the implementation of strategy. So why I want to talk about this because we need to understand that the word I'm saying, organizations, governments, NGOs, for a profit, all indevos are facing massive transformations, massive transformations, and their is a lot of concern. A lot of dedication on trying to understand which strategic direction you should take.
Ricardo (50s): So where the world is moving towards. And I'm saying, in terms of technology, in terms of habits, in terms of working relationship, but I don't see the same consern on how getting things done and why I'm saying this. I'm saying that Creating a course formation strategy for your organization. It's really, really very relevant and not an easy task at all. But for me, the real challenge is not on that piece. That piece is quite well explored. There's a lot of articles. There's a lot of content produced, but what I don't see in mostly what I don't see in senior executives in senior level professionals that are leading organizations and government, it's this same concern they have on defining and designing the perfect strategy with this executions and the delivery of that strategy.
Ricardo (1m 52s): You know, I don't want to say that putting things on paper is an easy task, but take it from paper is what really matters, what really matters. And I don't see this massive concern. It seems sometimes that strategy just happened. You know, you've just put, Oh, I want to drive my organization to this direction. And things just happen. And I want to highlight and I wrote this before and I recorded several podcasts about that. Remember, one of your biggest partners in all execution piece is entropy in why I'm saying entropy, its because things go wrong.
Ricardo (2m 32s): Naturally things become unstable. Things become critical and stressful. Naturally you don't need to do anything for this to happen. What do you need to do is You need to do a very hard work if you want to change that. So this is why I'm sharing these with you because I want to share with all of you this concern, there is an overconcern on understanding the innovation and I don't the same concern on getting things done. For example, I see a lot of people talking about technology for self driving cars this is absolutely fantastic. But do we see the same concern or making this a reality?
Ricardo (3m 16s): One thing is okay, it's to create the ways of making the driving by a computer or artificial intelligence or whatever work, this is a key piece. But do you believe that it's only that you know, there is a massive regulation behind this. There is a massive control challenge on this. So what we will do with a massive number of people that are working on this environment that will need to relearn, that will need to adapt. So if there is a massive control shift in the habits of the population in the way people move in the way freight happens, I am just talking about self driving cars.
Ricardo (3m 55s): We can talk and use the same example for absolutely everything. So what I need and what's my intent here is that we need to understand that one of the key capabilities of every single organization is the ability to translate ideas into reality. And one of the key pieces, it's obvious it's project management, but there are several orders change management call aspect. How do you handle that human resource? How do you engage people? How do you work with the resistors for change? So it's a massive undertaking when organizations are facing this transformation and this is one of the reasons why I decided to engage myself in become the leader of Brightline initiative because the intent of Brightline is to take what I'm talking to you here on this podcast into reality it's which kind of principles, if you were a senior executive, you should follow and you should have in your mind, some of them are quite obvious.
Ricardo (5m 4s): You need to identify resources, but some of them, maybe you don't think that are so relevant, but they are critical. Like for example, you are responsible for delivering the strategy you build. It's not just building a strategy, putting on paper, making a very nice slide back and that's it. And then you start moving. You need to understand that implementing a lot of people think it's not as fancy as envisioning the future, but at some point someone needs to make the future happen. And this is, is exactly what I'm trying to discuss here. And I want to create some kind of provocation on that so read that article, try to engage on that and let's work together to make senior leaders more and more aware of the relevance of this piece of the relevant, because it's incredible.
Ricardo (5m 59s): The lack of content and the lack of understanding about execution. People truly believe that things just happened and what I can tell you it's that things do not happen. And when they happen, they happen most of the time in the different way that you're a planed. So you need to understand how to become adaptable, how to understand that the strategy design and delivery is like a cycle because things are so volatile that you need to revisit. It's not rigid anymore. It's not, firstly it has never been rigid but now it's a completely fluid process. So think about that.
Ricardo (6m 40s): Reflect, take a look on the article, take a look and things that we just published, make your comment. Agree or disagree, but it's a very important if we want to create a more sustainable future for organizations. And also for our society. Think about that and to see you next week with another five minutes PM Podcast.