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Planning for high performance in a turbulent environment

Sign up for our newsletter Join other leaders, and receive our hand-picked publications A leader is like a clown in a circus: He always knows what the plan is and what is going on, he stands behind the curtain throughout, and is always ready to come in if necessary and keep the show going. The Tunisian revolution is also an example of the devastating effect of turbulence in the political arena.

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For 55 years Tunisia had experienced relative stability with only two president-dictators. In just three years of the Arab Spring, the country had three presidents and seven governments and suffered from political unrest due to high unemployment and poverty, and the permanent threat of terrorism. It was constantly under pressure from political parties, national organizations, as well as the media, for rapid improvement. In such circumstances, only drastic measures approved by political parties and major national organizations could have any positive effect.

A new non-partisan, technocratic government was given a temporary mandate of one year to stabilize the situation, start implementing major strategic reforms to reduce chaos and improve economy, and prepare the country for new democratic elections.

A good example of turbulence in the business world is the crisis Air France experienced in October when, after over a year of bad financial performance, top management decided to implement a major restructuring plan by laying off 2, people. In just one weekend, union activists inflamed the situation to such an extent that following a board meeting on Monday a violent crowd of protesters attacked company executives, ripping their shirts and forcing them to flee over the security fence.

In such situations, the survival of the organization or country depends on its ability to rapidly respond to challenges and whether its leadership is a responsive and reliable point of stability for employees and other stakeholders. To enable people to cope with this, a leader should give them autonomy and control about decisions relating to themselves.

  • At the highest director in the organization, the chief executive officer CEO has the duty to promote the SP process and provides the organization with a plan for the future;
  • The same criterion should be applied in the HO.

In a high-risk, high-stake and highly insecure environment, the focus shifts to what is really important. In times of crisis, it is more important than ever to motivate and inspire others. Enacting real leadership during such times involves several important dimensions: Enacting real leadership Presence.

In times of crisis, a leader is often faced with a range of varying opinions and perspectives about what is going on. Once leaders have established their presence, can relate to others and make sense of the situation, they can then take action to drive things forward. The role of leader involves not only serving the organization, but also being responsible for others and acting in a way that ultimately serves all the stakeholders in that situation, whether internal or external.

Another essential element of leadership is trust.

Strategic Planning in Healthcare Organizations

A good leader should be trusted and be able to trust others. Finally, leaders need resilience, especially in a turbulent situation. Resilient leaders are able to build resilience throughout the organization by putting the right people in the right places and stretching them just enough to get them out of their comfort zone and to achieve peak performance. Resilient employees are focused, energized and engaged and have a sense of wellbeing. Ambidextrous organizations respond better to turbulence A vast array of research has been done on the topic of ambidextrous organizational structures that combine the exploitation of existing capabilities and the exploration of new business opportunities new customers, markets, products, potential disruptions.

By nature, this type of organization is much better at coping with different challenges, particularly in times of turbulence.

Tunisian turmoil: How a technocratic government brought order to chaos

Creation of an ambidextrous organization to drive change Stora Enso, a leading global company in the paper, biomaterials, wood products and packaging industries, had traditionally focused on the production of pulp and paper.

However, init faced the challenge of rethinking its business in a drastically changing environment urbanization, population growth, digitization, drive for ecological awareness and sustainability. In order to shift from fighting for survival to playing to win, the company needed to focus on a number of key priorities. The first was to focus on the top, building diverse teams for truly novel perspectives, emphasizing the importance of inspiring and motivating people, and developing internal capabilities.

Until this point, Stora Enso had been set up as a traditional business organization, to exploit rather than to explore, so it had to decide how to transform to best fit the new strategic initiatives without harming its existing business. It deliberately added a new project-oriented network structure to its existing line organization, enabling the company to successfully transform itself from a traditional paper and board producer to a global renewable materials growth company. The adoption of an ambidextrous organizational structure is not limited only to business organizations.

Enthusiastic and creative people were selected from different ministries and different levels, as well as the private sector, thus forming cross-ministry, cross-level collaboration teams working on the same projects.

Planning for high performance in a turbulent environment

In this structure, open communication with the line organization regarding the purpose of setting up the Government lab was vital to reduce the sense of skepticism and threat of substitution within the traditional ministries. In times of crisis, leadership is about making hard choices, doing the unexpected, and sometimes the seemingly planning for high performance in a turbulent environment, even in the face of opposition. Deciding on the information boundaries between the public and private spheres can be detrimental to your success.

When you cannot anticipate everything or even anythingyou should trust your instincts, stick to your beliefs and stand by your values. How a technocratic government brought order to chaos On 17 Decemberafter a police officer confiscated the fruit and vegetables he was selling in the street without a permit and then being humiliated by the local administration, the year-old Mohamed Bouazizi set himself on fire.

The crisis came to a climax infollowing the assassinations of two prominent politicians, and later that year a transition government was formed consisting of non-partisan ministers, including six Tunisian expats who had been living and working abroad for many years.

To finish the democratic transition in Tunisia within one year by putting in place the State institutions, as stipulated by the new constitution. To organize and run free and credible parliamentary and presidential elections, and commit not to run for the elections. To initiate reforms to improve the macro-economic situation and create an investment-friendly climate.