Relationship Economics by Wilson Lin;Nour David;

Author:Wilson, Lin;Nour, David; [Nour, David]
Language: eng
Format: epub
Publisher: John Wiley & Sons, Incorporated
Published: 2023-02-14T00:00:00+00:00

The pandemic required leaders to manage their organizations' internal and external relationships differently. At the onset, Cees't Hart, CEO of Denmark's Carlsberg, instinctively recognized an occasion to explore providing greater autonomy in his global management structure. To develop and implement a strategy in the face of countless questions amid the crisis, he concluded that regional leaders, on the ground, with the power to act fast, needed to make decisions.4

SRP can be focused on internal relationships. By flipping their hierarchies and learning to listen in a new way, even large, complex, legacy organizations could adapt to the nature of the pandemic crisis through alignment of relationships, strategic agenda, and autonomy to act. How? Through these five behavior shifts regarding their most significant asset: their intracompany relationships!

Mindset Shift—Relationships from Transactional Doers to Strategic Thinkers. The pandemic brought much-needed agility to think and do with timely information on the street vs. a distant and disconnected boardroom. This shorter distance between decision and action (and vice versa) transformed immediate market changes into strategic decisions through key relationships on the ground. The pandemic forced many organizations to move their key reports from strategy implementors to strategy integrators or even co-creators (Figure 4.4). Smaller new initiatives allowed key relationship links to focus on the most significant decisions, actions, and outcomes.

Figure 4.4 Moving from Tactical to Strategic Relationship Development

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