Developing a Strategic 2.0 plan is an exercise which examines the market opportunity and specific initiatives for the organizations to capture opportunities now. As organizations pursue web 2.0 initiatives they must consider “time and interest” of the now moments or the strategy will be doomed to fail.
In a “connected world” organizations cannot succeed with Strategic 2.0 plans unless the organization is connected, nimble and in the now mode. Consider the brands who have tried to execute initiatives using social technology. The old 80/20 rule applies. 80% or more fail while 20% succeed. Why? Because 80% consider a Strategic 2.0 plan as a marketing initiative rather than a plan to transform the entire company into a “connected” 2.0 organization now. Execution 2.0 requires a total organizational transformation now. Get it? No? Then the gap will cost you time and interest which you no longer can afford to lose.
What Is a Wow Now Plan?
Nikesh Arora, President, Google’s global sales says: The good news is that we don’t have five-year plan. We don’t even have a three-year plan because we don’t know how the world is going to look like in three years. We plan for about a year and we have reasonably good visibility for the year from a revenue perspective. This is about creating ‘wow consumer moments’, we want to create cool products — that’s Google, I really like it! And then, we plan about whatever can be sold. We have a good team of product people on the monetisation side. It’s hard to plan, but that’s why it’s fun.
The model we follow is 70:20:10. The main task is 70% of efforts, 20% is on related tasks and many of our innovations, such as Gmail, have come from it. The remaining 10% can be about anything. During first four years, we did not have any revenues. Today we have around $20 billion in revenues and 22,000 employees. There’s been a stress on the system because if you look at it, no other company in the history of business has grown so fast.
Strategy 2.0 operates in the “now”. Social technology fuels the “wisdom of the crowds” who know what they want now. The crowds now share what they find “now” and what is relevant “now”. The irony is that “now” changes by the moment and any organizational plan must also be able to change from “now to the next now”.
Change, innovation, adaptability, all have to become orders of the day. Can your organization evolve into this new, 21st-century now organization? It won’t be easy. The old methods are in the past and won’t last in the now moments.