I'm going to talk to you all about how to get involved in big strategic conversations to maximize your organizational impact and your global impact. I'm going to share some practical tips for how to do this. I'm going to end by telling you a story of how I applied these tips to get asked to lead a project which saved my organization a billion euros, in three months.
The thing is, power dynamics themselves aren't the problem. It's that Western society teaches us that power belongs only to dominant groups, when in fact there are many layers and forms of power. There is also power that resides within each individual, and power we wield when we move together even amidst difference. The key is to activate these other forms of power in strategic planning.
Anticipating early client shifts, Gopalakrishnan Mahadevan strategically guided his team to onboard techno-functional SMEs with relevant experience, strengthening the company's position for project support.
Many strategic plans collect dust, typically failing at the stage of implementation. That's often the case because of lack of buy-in by various stakeholders.
The timeline and scope for doing the service development plans may seem larger than people are used to or comfortable with, but that is intentionalâso that we are doing a lot of the good iterative planning that we need to do in engaging the host railroads.
