About the Topic
One of the greatest and least understood causes of poor strategy execution is that people in organizations are overloaded – they have too much to do to understand and follow through on a limited number of priorities. In this webinar, you will learn to: assess the impact of overload on such critical success factors for your organization as strategic effectiveness; understand the root causes of the problem; and identify high leverage interventions that enable managers to sustain organizational momentum on top priorities.
With respect to organizational costs, you will clarify the extent to which your organization exhibits such typical symptoms of overload as:
- Managers struggling to meet their strategic responsibilities because they spend so much of their time fighting fires, doing work others should have done, getting through email, and sitting in unproductive meetings
- Failed communications, missed deadlines, poor quality, rework, stress-related illness, burnout, and low morale arising from a relentless sense of overwhelm and urgency
In order to understand the root causes of organizational overload, you will discover how organizations unwittingly increase overload and crises in their very efforts to combat these problems. In addition, you will learn to distinguish two types of organizational cultures: a "can-do” culture which perpetuates these problems, and a "results and renewal” culture which leads to better results with less effort.
Finally, you will learn to help your organization work more effectively and efficiently in sustainable ways by:
About the Speaker
- Clarifying what is at stake in reducing organizational overload
- Creating a shared understanding of how overload affects you organization now
- Making an explicit choice to shift how people operate
- Implementing six high leverage strategies for rebalancing workload and achieving top priorities
David Peter Stroh
Principal, Bridgeway Partners
David Peter Stroh’s thirty-year consulting and training career with clients in the public, private, and non-profit sectors has focused on visionary planning, leadership development, systems thinking, and change management. He is the co-creator of Managing Your Time as a Leader – an approach that enables people to meet the challenges of doing more with less in a 24/7 world, and Leading Systemic Change – a process that supports leaders to think strategically and solve chronic, complex problems using systems thinking. David is a Principal with the organization consulting firm Bridgeway Partners (www.bridgewaypartners.com) and a Founding Director of Applied Systems Thinking (www.appliedsystemsthinking.com).
David has worked extensively with such private sector clients as British Petroleum, Shell, Gillette, Johnson & Johnson, Procter & Gamble, Unilever, Siemens, Seagate, and Digital Equipment Corporation. His not-for-profit and public sector clients have included the World Bank, National Urban League, Massachusetts Department of Social Services, and the Kellogg and Soros Foundations.
David was a co-founder of Innovation Associates, whose pioneering work in the area of organizational learning was the cornerstone for Peter Senge’s management classic The Fifth Discipline. He is a charter member of the Society for Organizational Learning and a frequent speaker at the annual Systems Thinking in Action Conference. David was a National Science Foundation Fellow at MIT, where he earned an M.A. in City Planning.
Note: As part of the alliance between ASP and BPMA, BPMA members can register as "Affiliates" for ASP Boston events for a discounted rate.
Registration and details at: http://www.strategyplus.org/chapters/Boston.php