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Like most organisations, mine has its good, bad and ugly sides. The good is often displayed in the more traditional Organisational procedures - ones that have been around for a while. E-learning on the other hand could be described by some as bad .... And MOOCs? - they're just plain ugly

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When an organization establishes a strategic plan and develop it among its staffs and designs all organization process in the scaffolding of strategic plan, most efforts in the organ have directed towards the organization goal. Employees could collaborate in best way because their attitudes are close as well.

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In the organizations I've worked for the strategies always come from above, with little input from the rank and file members. This sculpture reminds me of how decision and information flow through an organization is usually tightly controlled.

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Not necessarily related to the strategy-making process in my organistion, but I think this image shows the flexible nature of strategy.

If strategy changes to move forward and accommodate new business needs, or other progressive factors, then that's good.

If strategy changes because plan A has failed due to lack of communication, poor implementation, lack of resources, then that's not so good.

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I like this image too Rory - very appropriate

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I think that when a strategy is implemented it is important to note who is affected and when/how they are affected.

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Ha ;-) Again, that's a common experience!

Often it a combination of Justin's point on

communication and Keith's on knowing what

the strategy is and how its' expected to be

applied

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Perhaps I'm being too harsh, but at times in the organisation I'm in and the organisations I work with it's like this

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Hi Keith - useful thoughts.

1) finding the direction and way forward is one of the issues we'll be looking at

2) yes! and some smaller firms as well I think!

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Hi Justin - you're right that its a common

problem and a major issue in the gaps between

strategic intent and what is actually done!

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Two thoughts;

1) Strategy takes an organisation from not knowing where it is, to having a direction and finding a way forward

2) In large bureaucratic multinational organisations everyone knows there must be a strategy, but nobody can seem to find it!

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Not that this is my organisation, but sometimes there's a breakdown in communication, or disconnect between policy makers and the people who implement them. There are other ways of interpreting this of course. A bit blunt I know!

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Hi Julian, yes that's a common

situation with the issue being

how much stability can be provided

while the organisation can still be

opportunistically flexible

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Hi Sharon - that's a nice summary

One of the key debates in the strategy

literature is how to configure the internal

resources while also responding

to the speed of change externally

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There is very little coherent, stable strategy where I work. I am hoping to get some guidelines for assessing and developing something workable on this course!

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My experience with strategy is that there are a number of resources (human, physical) moving continually towards a common task of achieving short-term goals and creating improved futuristic programmes. External actors & factors having similar needs either end up as a good competitor to the goal to enhance the outcome or eventually become a present hindrance to challenge the strategy due to assumed threats of other programmes.

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I like the image represented by this flock of starlings of strategy emerging out of the individual actions of hundreds of individuals all coming together...

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I like this image of a cell as a mirror of strategy as patterns seeking structure/ order while being opportunistic and working within constraints - and then there's the flares of "something interesting going on"

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Feeling stuck or uninspired - have a look at the walls from 2011 here