When your company or division develops a blue ocean strategy with a profitable offering, it’s time to overcome your organization’s hurdles. Implementing any strategic plan or shift is a challenge.
When you’re rolling out a key innovation that rattles the status quo, you can bet the haters will show their ugly side.
Blue ocean practitioners have found the following hurdles to be the most predominant.
Hurdle one? The cognitive hurdle found in simply getting constituents, employees, and stakeholders to understand the need for change.
Hurdle two is limited resources. The more significant your strategic shift is believed to be, the more expensive it will be perceived to execute. It’s typical to find the biggest blue ocean shifts need to happen during times when budgets are most strained.
The third hurdle is motivation. How might you find ways to motivate people to assist when they perceive real benefits may come to employees, customers, and stakeholders yet to come?
Fourth and finally, it’s politics. Bureaucrats and administrators like to protect their turf. There is no better killer of innovation than the individual who sees more work coming their way for a season while change takes place.
Overcoming organizational hurdles and making blue ocean implementations happen in real-time is the fifth principle of blue ocean strategy.
Tipping point leadership is key in the execution of change and there is no exception when it comes to blue ocean strategy implementation. What is one of the most pivotal levers in strategic implementation?
Disproportionate influence factors. Pay attention here. Recognition of this insight will assist you in the implementation of any initiative you will ever work on.
There is a seldom recognized reality that in every organization, there are people, acts, and activities that have a disproportionate influence on performance. Managing and leading change isn’t about utilizing massive resources to force change down the line or through your supply chain. Leading true change is about leveraging identifiable areas of disproportionate influence.
As a blue ocean practitioner and change-maker in the organization, you want to ask these questions as you overcome your organization’s hurdles.
- What factors or acts exercise a disproportionately positive influence on the status quo?
- Who or what knows how to get the most out of tight resources?
- Who manages to motivate their groups and gets the most out of key players?
- Where are the individuals who have the ability to move the political machinery?
Through leverage and strong leadership that empowers great management, you can move the needle on implementations far faster than what might have been imagined.
There are some key tactics shared in chapter 7 of Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. I’d highly suggest two things. First, read the book. Second, schedule a complimentary 30-minute call with Sherman Mohr, The Blue Ocean Strategist. If you’re seriously interested in chatting about a strategic initiative, new offering, stale offerings, or anything related to Blue Ocean Strategy, he’s ready to talk. Click here for the appointment.