StrategyLeader®  L.A.T.I.N ™   Leadership Adaptability Talent Influencing Networks

 When I was researching my book "The Secret to GE's Success",  I concluded  that you can summarize the key factors for General Electric's success, over 130 successful years in one word: L.A.T.I.N., which stands for Leadership, Adaptability, Talent, Influencing and Networks. Using this concept,  I evaluated other "success stories" and affirmed that these factors accounted for their success as well. 


ADAPTABILITY-  "Nothing is Sacred"  Just as the leader must change when the business changes, so must the strategy. Strategy is built on what is happening externally in the market, with the competition, when new technologies displace the old and the socio/political/ governmental factors and when they change so must the strategies. In addition the resources may change such as the ability to finance, ability to innovate, market, produce and compete. So the strategic winner must be willing to change the strategies, even if it means reducing the focus on what may have made the organization a winner in the first place. Equally important is a willingness to admit mistakes and change the strategies and priorities. History is littered with illustrations of companies that refused to adapt and kept betting on past and not future.

LEADERSHIP "No Cookie Cutters"  "Winning Strategically" begins and ends with having the right type of leader at the right time for the right tenure. My underlying premise is that the "right type of leader" depends on where the business or organization is on their life cycle and its strategies.  I categorize four types of leaders: Risk-taker- required doing the embryonic stage of a business cycle and has an aggressive growth strategy.  Caretakers- required to grow and organize the business doing its moderate, consistent growth stage, Surgeons- required when the business needs pruning and refocus and Undertaker leaders when the organization needs to be mergered, liquidated or soldoff entirely.

The key is that the leader must fit the strategy and when the strategy changes a successing organization must be willing to change the type of leader.

TALENT- "Deep strong homegrown bench and continuing investment in "people development" but a willingness to discard those who don't make the team". The historical winners have been able to attract, develop, motivate and retain a strong team. This means that they were willing to train and motivate and not just rely on "hiring from outside". Many believe that this is too expensive and that it makes more sense to just hire and fire when needed and not invest in training and development. It has led to what I call the "contract worker" mentality. I strongly believe that this is wrong and that having strong and deep, up to date, bench is more economical and effective in the long term. 

INFLUENCING-  All organizations must be able to influence their key stakeholders, starting with customers, suppliers, distributors and employees but it has now become vital that they influence the government, the community and the public at large. To be successful organizations must: Control their own destiny, be "Politically Incorrect" at times and be out front on issues that impact their ability to compete, do business and make a profit.

NETWORKS- Even the best strategies will fail if they are not supported with sound systems and networks. We believe the most important system and network is the STRATEGIC MANAGEMENT and LEADERSHIP network that enables the organization to Meet and Exceed Expectations by successfully implement the selected segment strategies and knows when and where and how to adapt to changes that were not anticipated.