Strategic clarity is the ability to clearly define, quickly adapt, effectively communicate and properly implement the company's business strategies. It is the opposite of strategic ambiguity.
Strategic clarity as a modern term or phrase most likely arises from a very real problem. That is, many businesses do not have a clear strategy or, the strategy they have is ambiguous.
Frankly, I would bet that strategic clarity as a new term was probably coined by a business consultant or consultancy firm as a marketing ploy to differentiate themselves from their competitors. The term is catching on.
Any business that does not have a clearly defined, adaptable, effectively communicated and properly implemented strategy is at best operating below its true potential, and at worst is in serious jepoardy.
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First the 'dimensions' of strategic clarity.
Simple. Every single member of the workforce, from the very top to the very bottom of the org chart needs to be able to repeat the strategy with 'clarity'. In one sentence at most.
Here are some examples.
Microsoft the startup: 'A PC on every desktop'.
Apple the growth company: Macs are 'insanely great'.
Sun the growth company: The network is the computer.
In brief, the strategic clarity can be summed up in a mass tagline.
Now for your first question.
Strategic clarity is the embrace of the company's execution agenda by both the formal and informal culture of the enterprise........ at every stage of its evolution.
For right or wrong, Ballmer's One Microsoft internal memo is an example of strategic clarity in recent times.
Strategic clarity is a product of strategic thinking, rather than strategic planing. It comes from being clear about who you are, what values you bring to the company or the project, and what the outcome should be.
I visualize strategic clarity as being able to walk into any situation and know what you must do. This means more than having a mission statement, or organizational values. It is more like having a story that provides a way to define who you are and why you do the things you do.
Given the market’s ever-changing social and digital realities, organizations must maintain relevance to sustain success. Clarity and, ultimately, organizational success. While employee engagement as a concept has been well known and practiced by many organizations over the last 20 years, its usefulness as a management technique has been limited due to lack of evidence as it affects the bottom line. As MNCs push into emerging markets, especially the BRICs, expected high growth has often not materialized due to employee’s lack of clarity about what the organization’s strategy is, and how it can best be executed. As MNCs work across different cultures, and in more complex markets than anticipated, the result has been patchy success for even the most powerful organizations over the last decade. In 2015, IPR conducted a five-country survey across six economic sectors. What followed is the industry’s first foray into the concept of Organizational Clarity as a significant factor in workforce alignment, business relevance and performance. In the JOB dimension, employees should have purpose, and find that their job and contributions have an impact on their organization’s success. Organizational Clarity is increased when employees understand the marketplace as seen through the lens of the company’s strategy. Organizational Clarity can be increased both by the JOB dimension and the STRATEGY dimension. By contrast, Organizational Clarity is decreased when employees understand their marketplace with little or no reference to their company’s strategy. The survey resulted in 1,509 responses with at least 300 responses per country and 230 per sector. The sample was carefully selected and designed to be representative of each country according to gender, age, annual household income, educational attainment, sector, and job role. Portuguese, and the China survey in Mandarin. Each country was given a “grade” based on their scores. Each country is ordered from best to worst in terms of the Organizational Clarity grades and its three dimensions, JOB, STRATEGY, and MARKET. Overall, most employees understood the core purpose and found meaning in their jobs but were less likely to feel they were rewarded fairly for the job. Additionally, respondents were less likely to notice an impact on their jobs when the organization’s strategy changes, which is a suggested area of improvement. India scored significantly better than its counterparts on the STRATEGY dimension, with grades for the countries ranging from a B for India to a C for the U.K. Other than India, the countries could work on improving information technology to communicate strategy and to ensure that when initiatives get completed, the results will be reported to employees. Employees in the U.K. Compared to the other three countries, employees in China and India felt their current jobs were not a stepping-stone to their next job. STRATEGY dimension. While there is room for improvement, employees in India reported their jobs were aligned with the organization’s strategy, and the strategy was aligned with the marketplace more so than the other countries. Similarly, employees were more likely to find meaning in their job. India fared better than other countries in terms of compensation, India could still improve in rewarding their employees fairly. Additionally, Indian organizations need to work harder to ensure employees are not experiencing too much conflict in their work priorities. Employees in the U.S. employees were more likely to say information technology can be better utilized to communicate strategy. employees said there are too many initiatives going on at the same time, and that the results of completed initiatives do not get reported as often as they should. Employees also thought there were conflicts in work priorities, which is another area that could be improved. Most respondents across sectors understood the core purpose of the organization, and said they found meaning in their job. On the STRATEGY dimension, the grades ranged from a B- to a C. While respondents were confident the organization knows what it’s doing, they were less likely to report that initiatives get reported to employees when completed. Organizations need to help bridge the gap because, in terms of strategy, fewer employees believe their organization thinks first and then acts.
Additionally, organizations need to leverage their Information Technology infrastructure to help better communicate their strategy. Overall, even though some employees felt this way, many felt they were more connected to their current organization than the profession, and that their current job was not a stepping-stone to the next job. To their employees. Auto employees were most likely to feel that there are too many work priorities that conflict with each other.
Besides if you do have any questions give me a call: https://clarity.fm/joy-brotonath