After many suggestions from colleagues and friends, I finally got a chance to read The First 90 Days some time ago, a book about making significant impact in the first 90 days of a new role. In the book, there’s a section dedicated to the the progression of business situations (of company, org, or product). This is called the StaRS Model. Depending on the business situation, your strategy will be different – either learning more or doing more and either offense or defense.
For sustaining success and realignment situations, you will need to spend more time on learning especially about the organizational culture as you are working with people who are (or believe they are) currently successful. For turnaround and start-up situations, you will need to make early calls sooner than later otherwise the situation can get significantly worse and not recoverable.
Offensive planning is about identifying new markets, products, and technologies to enter. Defensive planning is about defending existing market share position and extending existing products. For start-up situations, you need to get something going (offense-go!). For turnarounds, it’s about focusing on the strengths of the organization (offense-go!). For realignment, you will need to make slight corrections to move the business in the right direction (defense-block that shot!). For sustaining success, you need to protect the money maker (defense-block that shot!).
If you like the content of this posting, I highly recommend you check out The First 90 Days. Enjoy!