Strategic Leadership Advances (SLAs)

SLAS help CEOs and executive teams drive transformative change-not just incremental improvement-so your organization thrives today and is positioned to win in the future and for years to come.

'Leaders should never retreat, they should always advance - even if it's to something different that originally intended."

Our Strategic Leadership Advances (SLAs) are designed to empower the CEO and other executives to achieve breakthrough results. If you're looking for incremental change in the next few months, other consultants can help you improve your skills. But if you're looking at the future and realize you need to make a transformative changes - because what got you here will NOT get you where you want to be in the next few years and afterwards, then the SLA is for you.

Every SLAs is unique, because the challenge your company faces, the players involved today (and tomorrow), and the competition we face (again, today and tomorrow) are different. Often clients want to make substantial changes in the work they do - adding Al and other technologies, redefining jobs, launching new products, opening new offices - often while cutting non-essential costs. It's a process that has to be launched, monitored and cultivated over time to reposition the business for the future.

Our initial task is to understand the challenges and develop a curriculum, that let's everyone:

  • Understand the internal and external trends that are changing the "game"
  • Accept the changing is critical to survival and essential to position the company to thrive in the future.
  • Forge an aligned team capable of safely and constructively working together and providing support for necessary resilience
  • Develop a playbook that lets us "build the plane while flying it": we need to serve customers in the short term, while also changing the systems to meet their long-term needs
  • Constantly monitor the internal KPIs / OKRs to see if we're performing as planned, while also monitoring relevant changes outside the enterprise/industry.

Depending on the challenge and time span for change, SLAs take different forms. Let me share one example. Imagine you're a global company facing several changing technologic, economic, social and cost trends. It's 2025 and you need to reposition the company in the next 5 years, while doubling revenues, increasing profits, and letting Automation make the company more efficient and effective while also elevating worker's contribution.

The first meeting sets the "table"

  • Clarity of purpose What is your 3-5 year Mission, Vision, Goals and Values?
  • Executive Commitment Commit executives committed to "team #1"- the company rather than the silos they now represent.
  • Alignment of Core Values How will be interact with clients, staff, vendors, teams, etc.?
  • Enterprise Structure What systems can be implemented in the next years to facilitate responsiveness to customer success and worker growth, while facilitating progress to the end-state?
  • Enhancing Both Als Incorporating Al technologies throughout the company while Augmenting Intelligence of our human workers, so people can continue to work as long as they provide meaningful contributions.

After the SLA, subgroups create playbooks with KPIs/OKRS that the team will use in the future. At the second meeting each subgroup presents its plan and the entire team integrates. Future SLAs focus on status reports, new challenges, group problem solving and creating the next chapters of the "journey' to the 5-year vision.

If you realize that so many different components need to change during the duration, you can build a transformative corporate "life-path" covering the 5 years. If so, you should schedule several SLAs throughout the 5 years to monitor changes, and make "course-corrections".

ACTION STEP

What's your company's biggest challenge? Let's discuss how strategy, culture and leadership can help you win.

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