The Old Ball and "Change"

Think of strategic change as a very big ball moving through space. Once you point the ball in the right direction and get it rolling, it will move in that direction.

In order for the ball to end up where you want it to be, you have to make sure you point it in the direction you intend it to go. Take your time and make sure you understand how it is you came to the decision that the ball needs to be pointed in the direction you've chosen, and indeed how it is that direction is the "right one". In other words, do your homework first before you start the ball rolling. Keep in mind that once you get the ball rolling, it is difficult to stop it or return it to its original starting point.

Have a look at the path ahead to see what obstacles, barriers, bumps and other impediments exist that may thwart or impede the movement of the ball on its intended path. Make a plan to deal with those impediments when you meet them (and you will) and use the plan you have developed when you do meet them.

Some make plans and then put them on the shelf. USE THEM! It takes far less energy and thought to implement a pre-formed plan than to "fly by the seat of your pants". In business, it also avoids knee-jerk issue management style interventions which almost always results in burn-out and lead to poor, stop-gap, non-strategic decision-making. You'll have plenty of issues to manage once the ball gets rolling, so simplify. Don't go looking for trouble from the start.

Also, burdening yourself and your team with extemporaneous issue management means you probably haven't calculated the path of least resistance and developed pitfall avoidance strategies. On the other hand, if the trajectory has been thought through and you have done sufficient planning in advance, then chances are, your ball will roll in the right direction and will avoid foreseeable pitfalls. Think of your plan as an insurance policy against derailment. Be careful. Some people go looking for situations to issue manage. They need to be needed. Some even create issues to manage where none exist, and then convince others how necessary they are, for if they were not around the issues would be unmanageable. They generate false dichotomies in order to justify their own existence. Do not put a person with this orientation in charge of "The Old Ball and Change" program. They may be useful team members during the rolling process, but avoid giving over control of the steering.

Ok, back to your ball. If you are convinced that you are pointed in the right direction and the "ball rolling authorizing body" has approved the destination and trajectory, then determine how many people you'll need and what their particular ball movement skill sets will be. Get them all on board with your plan to move the ball. Once you have your human resources teed up to move the ball and they all know and agree to the plan (and destination), then decide how you will move the ball, i.e., all at once, in rapid succession, two at a time, etc. Also, how many will be at the sides making sure that the ball remains on its intended trajectory. You may even want someone in front of the ball to anticipate impediments in advance or to slow the ball down in case it picks up too much speed, or steering becomes difficult, or it starts heading in the wrong direction. Be aware, there is always a risk of being run down when one is out front of the ball. These jobs are very important and are not for the faint of heart.

Ok, nothing happens unless you set your plan in motion, so START THE BALL ROLLING.

See what happens. Keep an ongoing tally of how the ball is moving, where it is moving, who is moving it, when it needs a push to get it on track, how it is best moved, and other ball and ball-driver behaviours (overall and specific).

Make ongoing adjustments in relation to the ongoing behaviour of the ball.

Make sure you always keep in mind your destination. If your destination changes, you may have to make some radical adjustments to how you are moving the ball and where it is going. Your destination needs to be the final barometer as to whether or not your ball is moving in its intended trajectory and whether that trajectory will get you to your destination.

Periodically take stock of the other balls rolling in your environment and make sure your ball is aligned with other balls rolling on their own simultaneous trajectories. It may be possible to leverage other ball rollers to synergistically increase the speed of your ball toward its intended destination. Keeping an eye on other balls also prevents collisions with bigger balls rolling in directions other than yours.

Know that once the ball has reached its destination, the law of inertia tells us the is a strong possibility that your ball will keep on rolling. This may be a good outcome since the energy required to start a ball rolling is far greater than that required to keep it rolling. So be sure to make a plan either before you start the ball rolling or during the rolling process for this eventuality.

Happy rolling.