The image of the leader as a conductor is deeply ingrained in business culture. We imagine the CEO standing on a podium, directing a group of people who are sitting in fixed positions, playing from a pre-written score.
But in a complex, volatile business world, there is often no pre-written score. And if everyone waits for the baton to move, you are likely too slow.
The Problem: Silos of Excellence. We live in an era of ‘tool abundance’. Organisations have powerful instruments at their disposal: Agile teams, Design Thinking workshops, Data Analytics, and Strategy departments.
Often, each department plays its own instrument perfectly, but they are playing different songs. We have “silos of excellence” that don’t connect.
The Solution: The Modular Synthesizer as anology It is time for a new operating model. What if we stopped trying to ‘conduct’ from a distance and started ‘synthesising’ the connections?
In our latest article, we introduce the Dynamic Strategies Framework and how it works.
We explore how to view your organisation as a Modular Synthesizer—a flexible system where the leader’s job is to ‘patch the cables’ between different capabilities. By connecting the output of one module (like Agile) to the input of another (like Strategy), you create a resonance that is greater than the sum of its parts.
Are you ready to move from orchestrating compliance to synthesising value?
Learn why modern leaders need to stop conducting and understand synthesising:
Read the full introduction to the Dynamic Strategies Framework here