Season 1: Episode 3
Big idea: Waymaker is your strategic command centre. Every business needs one.
Transcript
How to build your own strategic command centre
00:02
welcome to leadership talk
00:04
the official waymaker podcast where we
00:07
explore
00:08
how your organization can achieve more
00:11
by doing less
00:22
well welcome to leadership talk the
00:23
official waymaker
00:25
podcast where we talk about how to
00:28
achieve more by doing less
00:29
i am your host craig hyman and with me
00:31
his ceo and co-f
00:33
oh no founder i was gonna say co-founder
00:35
like it was me but
00:36
not you’re just the founder stuart leo
00:39
welcome to the co-founding team craig
00:42
appreciate it i’ve just put myself on 50
00:46
please pop podcast twice it’s good to
00:49
um it’s good to chat stu hey stu last
00:52
episode we talked about like
00:53
seven questions um that we ask in
00:56
strategic thinking
00:58
we wanted to talk a little bit about
01:01
strategic command centers in this
01:03
episode
01:05
what’s that all about well um
01:08
waymaker is in effect a strategic
01:10
command center for your business
01:12
and it acts like that it functions like
01:14
that
01:15
and it gives you the power of that and
01:16
that’s actually a missing gap
01:18
in most people’s
01:22
thinking and technology set up
01:26
so you like the military analogies in uh
01:29
when it comes to business and strategy
01:31
it’s not because i’m from the military
01:33
i’m really not right um
01:35
i just think the the military and we do
01:38
have other analogies um stick around for
01:42
another podcast yeah okay
01:43
i’ll make sure we do but i think the
01:45
military um
01:47
they uh you know it’s kind of a zero-sum
01:51
game
01:52
you yeah you either get it right or you
01:54
don’t and when you don’t you really know
01:56
you don’t
01:57
whereas um so it hones strategic
02:00
thinking
02:01
you know there’s never a more important
02:04
time to think about
02:05
strategic thinking planning instructions
02:07
commands execution
02:09
when lives are at stake so right so i
02:12
think
02:13
the military or militaries um western
02:16
eastern
02:18
they hone their military practices
02:22
and their strategic practices more often
02:25
i would say um than the business world
02:29
because there’s so much more at stake so
02:32
yeah
02:32
that’s probably why there’s a few
02:34
examples so what does
02:36
so what does the business world need you
02:38
know
02:39
strategic strategic command center why
02:42
does the business world need
02:43
strategic thinking in that space in that
02:46
spatial you know why take
02:48
the analogy of a strategic command
02:49
center from from the military and put in
02:51
here well
02:52
actually you know um let’s look at an
02:54
example let’s go back in you know i love
02:56
my little history
02:56
uh yeah yeah there’s always a lesson
02:59
this is what i’ll actually look forward
03:00
to the most
03:01
each week your weekly session yeah a
03:03
little history lesson
03:04
so there’s that old saying to the victor
03:06
go the spoils everybody knows that well
03:09
to the loser goes the lessons um if
03:11
you’re lucky enough to survive the life
03:13
you survive
03:14
yeah so yeah so this is actually an
03:16
example of
03:18
military and civilian but so this is the
03:20
story
03:21
of the bay of pigs and
03:24
the bay of pigs 1960 61
03:29
it’s a u.s example i think we talked
03:31
british last time
03:32
um uh john f k
03:35
john f kennedy jfk was president
03:39
at the time um which
03:42
you know he was he was perhaps the more
03:44
trump than trump you know we shouldn’t
03:46
make this show political
03:48
we’re going to get it man we’re going to
03:50
get cancer
03:52
no political assertions aside but he was
03:54
the original president that made air
03:56
force one air force one
03:57
and made the presidential experience a
04:00
show and
04:01
and he did a lot of things in the white
04:04
house that changed the white house
04:06
right this is one of them um
04:09
so here we go um why do we need a
04:12
strategic command center well
04:14
it’s 1961 uh cuban missile crisis
04:17
is uh well if it hasn’t started already
04:20
the cuban issue
04:21
is huge in the us and um
04:26
the the us decided that they would back
04:29
the opposing guerrilla forces to help
04:31
take down
04:32
shay guava i could never pronounce his
04:34
name
04:36
thank you guevara
04:39
and they they plotted to
04:42
put a marine landing force on the ground
04:46
help arm the revolutionary forces
04:49
and take over cuba uh well they utterly
04:53
failed
04:53
and and so the bay so the bay of pigs
04:57
was where they landed to do this
04:59
and to kind of take over and beat the
05:01
cubans and the russians and
05:03
and put a new line of defense in they
05:06
certainly didn’t want missiles landing
05:08
from cuba
05:08
in american soil um hey you know that’s
05:12
fair enough
05:13
um the point is not
05:16
you know all the political issues around
05:18
the bay of pigs the point was
05:20
the u.s lost and they lost big and
05:23
right and and it was a very felt loss it
05:26
was quite embarrassing
05:28
um and and and
05:31
so when the u.s stepped back and said
05:35
okay what went wrong one of the key
05:38
insights
05:39
was that the situation
05:42
lacked real time information
05:47
coming into somewhere being coordinated
05:50
processed
05:50
analyzed and set up for decision makers
05:54
to make good decisions
05:55
with that real-time information so
05:58
that’s
05:59
that’s the key point and so jfk in his
06:02
wisdom
06:03
said well let’s let’s fix that and it
06:06
was jfk
06:07
that actually commissioned the work to
06:09
create the white house situation ring
06:12
so which we all know from movies you
06:14
know we’re we’re not americans we’re
06:15
australians
06:16
um yeah but uh you know we’ve watched
06:19
the rock or um west wing
06:22
or um 24 or
06:26
um give me something in the last 20
06:27
years
06:30
designated survivor thank you
06:33
um i was actually watching the rock last
06:35
night on television oh yeah okay late at
06:37
night
06:37
when i got home was so cool it was great
06:40
you can’t beat
06:40
nicholas cage at his best come on or
06:43
sean connery um
06:45
and and so um jfk instituted the white
06:49
house situation room
06:50
which you know probably the most famous
06:53
moment
06:54
in recent years of the white house
06:55
situation room is when
06:58
obama took down osama so yeah
07:01
uh if we all remember that scene when
07:05
um there’s peter with the pizza
07:08
was there pizza in the room yeah i think
07:10
there was pizza in the room okay all
07:12
right
07:12
could be wrong uh yeah okay uh well
07:14
let’s check you remember it differently
07:15
i remember it differently um
07:17
[Laughter]
07:18
so you’ve got pentagon officials you’ve
07:20
got um
07:22
hillary clinton as secretary of state
07:24
you’ve got obama you’ve got all the
07:25
leaders
07:26
of the then presidential team in the
07:28
white house situation room
07:30
which is actually called the john f
07:33
kennedy conference room
07:35
and it’s called that because after the
07:37
loss of the bay of pigs
07:39
jfk said we need a command center we
07:42
need a situation room where
07:44
when the poo goes down um
07:47
people are bringing information to the
07:49
table and that that’s processed and we
07:50
can communicate
07:52
and and so the white house situation
07:54
room is born
07:55
and okay and so the white house
07:57
situation room runs 24 7.
07:59
there’s data coming in from
08:02
both domestic and international
08:04
situations
08:06
interestingly this that one of the the
08:09
principles they set up in the situation
08:11
room
08:12
was that it would be a bipartisan
08:15
environment
08:16
so right whether that exists or not the
08:18
principles of governance
08:20
are leave your politics at the door
08:22
we’re going to analyze the data
08:24
yeah yeah yep and so on obviously that’s
08:27
right
08:28
and and the point is because if there’s
08:31
bias in there
08:32
then it will affect decision-making and
08:34
so
08:36
so the people in there are bipartisan
08:38
they’re appointed by their specific
08:39
departments
08:40
and all relevant departments of
08:43
governance
08:44
the ones that we know about and the ones
08:45
that we don’t um
08:47
you know have representation around that
08:50
table
08:51
and and there’s formal and informal
08:53
moments of
08:54
when situations happen then the the
08:57
leader of the free world as the
08:58
americans like to say
09:00
um uh we should
09:03
we we love a good american drama yeah i
09:06
can’t beat a good american action movie
09:09
um and and we like to rib out good
09:11
american friends too
09:13
um uh you know when that situation goes
09:16
down
09:17
um the situation room unfolds
09:20
well um every business organization
09:24
typically has a boardroom or a major
09:26
meeting room
09:27
it’s not quite the white house the
09:28
situation room which
09:30
you know is is has wooden panels that
09:33
reveal
09:35
red buttons and screens to world leaders
09:37
and
09:38
um you can’t talk directly to marines
09:41
and seals dropping out of helicopters in
09:43
you know in the middle east
09:46
but actually they need that businesses
09:49
organizations for-profits
09:51
not-for-profits
09:52
need a place
09:56
where unbiased data can come in
10:01
and that that data can be processed and
10:04
understood
10:06
and decisions can be made quite quickly
10:09
that have significant impact and
10:13
most organizations don’t have that they
10:15
have a boardroom
10:17
they might have some business
10:19
intelligence dashboards or some crm
10:21
dashboards or some reports or some
10:23
stuff sitting in a google drive or a
10:26
team’s room somewhere
10:29
but they don’t have the discipline of
10:30
the situation room they don’t
10:32
have because it’s more than just data
10:34
coming in it’s data coming in being
10:36
processed being understood and being
10:38
ready for action
10:39
it’s data that’s um interior that’s able
10:42
to be interrogated
10:44
it’s data that is predictive as well as
10:48
interpretive
10:49
and and more than that there’s a
10:52
governance
10:53
and a set of principles and behaviors
10:55
that when those people come to that
10:56
table
10:58
they can enact and execute and it’s not
11:00
the first time they’ve done it
11:02
um and and so why is
11:05
i was going to say why is the strategic
11:07
command center
11:08
in in the context that you’re describing
11:11
it
11:11
why is the information different to a
11:14
crm
11:16
or tableau or power bi dashboards or
11:18
something
11:19
well the key insight in the bay of pix
11:23
was
11:23
real-time information now i’m not
11:25
suggesting that that isn’t real-time
11:27
information it is
11:28
but it’s certainly not always real time
11:30
it’s often looking back
11:33
it’s often data that
11:36
is biased to one area often you have
11:39
great
11:40
dashboards on sales or great dashboards
11:43
on
11:45
marketing or great dashboards on
11:49
finance cx or whatever whatever
11:52
but rarely do you have a framework and a
11:54
methodology that takes all that data and
11:56
crunches it
11:57
and helps you process it through a
12:00
decision-making framework
12:02
and that’s really what waymaker is doing
12:04
and
12:05
and so what waymaker is helping managers
12:09
and leaders do
12:10
is shift from old ways of business
12:13
management
12:14
into new ways they that
12:17
they need a new set of tools that you
12:19
can’t always be looking backwards in
12:21
time
12:22
you have to be looking at now in time
12:25
and making um predictive
12:28
um and scenario-based decisions quite
12:31
quickly and so
12:32
what would what were the old tools that
12:35
need to be replaced
12:36
yeah well like what’s old tools and old
12:38
behaviors old skills and old systems
12:40
um you know i think there’s four big
12:43
ones
12:43
um okay uh so we’ll we might compare the
12:46
old to the new let’s do that quick okay
12:48
because that’s in a lot of our materials
12:50
and you can get this on our on our blog
12:52
posts
12:52
and in our training guides the common
12:55
old ways
12:56
is the classic command and control the
13:00
top down
13:01
waterfall cascading goals and objectives
13:04
we’ve got a 3
13:05
five and ten year strategic plan oh
13:07
that’s that’s great well done that’s
13:08
good
13:09
um the pandemic here how’s that plan
13:11
going
13:12
um financial crisis hit how’s that plan
13:14
going
13:15
new competitor popped up that does what
13:17
you do in 30 seconds
13:18
um how’s your plan going uh you know
13:21
that command and control
13:23
top-down waterfall cascading approach to
13:27
to life really doesn’t work
13:31
unless you’re in an extraordinarily
13:33
stable environment
13:34
and okay there might be some industries
13:37
that are more stable than others but
13:39
it’s rare so so that’s one um
13:42
the new way if we wanted to compare and
13:44
contrast that is
13:47
it’s not an opposite but it’s an
13:48
alternative it’s
13:50
it’s leading in power it’s it’s set a
13:52
goal
13:53
and navigate ua towards that and you do
13:56
that through bottom up
13:57
side to side insights and leadership
13:59
you’re aligning
14:00
value to goals you’re not aligning tasks
14:03
to milestones
14:04
that’s a that’s a big difference you’re
14:06
allowing values to goals
14:08
not tasks to milestones that’s good yeah
14:10
yeah so you know we
14:12
we all not all of us some some of us are
14:14
younger than us
14:15
um these days where old farts that were
14:22
that you are older i went to a parent
14:26
teacher interview the other day and the
14:27
teacher said
14:28
that i was middle oh wow yeah yeah
14:31
first time i’d heard it out yeah yeah
14:34
well we had our third child in our early
14:37
early 40s late 30s and apparently that
14:39
makes you a geriatric parent
14:44
in the schoolyard or is that a is that
14:45
like a commonly held term
14:47
is that that’s the medical term wow yeah
14:50
so anyway um off track so a a line a
14:55
line
14:55
value um driven a line
14:58
agile value driven goals so align value
15:01
to goals
15:02
um versus you know waterfalling
15:04
cascading milestones and tasks
15:05
it’s just a different approach um
15:08
it says look we want to get here
15:12
um that there is still a good goal to
15:14
get towards
15:16
um let’s let’s growth hack our way
15:18
towards it let’s
15:19
let’s align to value along that journey
15:22
let’s not just assume that the 20 tasks
15:25
set in front of us should be executed in
15:27
that order
15:28
if there’s a better way of getting to
15:30
task in step five
15:32
um do that we want to know about it yeah
15:35
because getting to the goal
15:37
that generates is more important than
15:38
how you get there correct yeah that’s
15:40
the point to make here and
15:42
and to do that you have to move from
15:44
command and control to lead and empower
15:46
you have to throw trust down the line
15:48
and you have to say
15:50
hey if you find a better way along the
15:51
way be a waymaker do you like that
15:54
um love it so uh so that’s the first one
15:58
the second one
15:59
i better move faster through these the
16:00
second one is number two number two
16:03
get rid of long-term planning cycles
16:06
it doesn’t mean you shouldn’t think
16:08
about the long term
16:10
but you need to think more effectively
16:12
about the long term i like the way jeff
16:14
bezos does this actually
16:16
um he says look we can’t
16:20
we can’t assume things for the long term
16:23
strategically we have to say
16:25
what do we know will be true in the long
16:27
term so we know
16:29
in the long term people will want cheap
16:31
things
16:32
that’s pretty much in the box of truth
16:35
so we can build strategy around that but
16:38
we
16:38
can’t build strategy around we know that
16:41
people will want
16:43
phones maybe there’ll be a new device
16:45
that comes along
16:47
and we’re all wearing glasses connected
16:49
to our brains you know that’s i’m being
16:51
facetious here
16:52
the point he’s making is what do we know
16:54
will be true in 10 years time
16:56
we can build around that if we don’t
16:58
know it to be true then it goes in the
17:01
in the it could change quickly bucket um
17:04
does that make sense yeah so there’s a
17:06
leadership teacher called craig rochelle
17:08
and he
17:08
often says when he’s speaking he goes
17:09
what i’m about to tell you i believe 100
17:12
for the next 60 days that’s right that’s
17:15
exactly what we’re talking about i love
17:17
craig um
17:18
long-term planning cycles are not wrong
17:21
they’re just not right
17:22
um and so yeah so
17:26
we shouldn’t throw our trust in them so
17:28
you have to
17:29
you have to go for the long-term goals
17:31
and align to value along the way and get
17:34
short-term wins so long-term planning
17:36
cycles
17:37
contrasted with short-term wins that’s
17:40
adopting an adaptive mindset that’s yeah
17:42
great plan deliver adapt
17:44
that’s that’s what waymaker is built in
17:46
it’s high speed feedback loops
17:48
it’s enough said
17:52
the third is shifting from functional
17:55
excellence to data intelligence
17:59
just relying on hiring good people
18:02
and having functional excellence to get
18:04
there is not good enough
18:06
you must have data intelligence you have
18:09
to have
18:10
multi-disciplinary multi-functional
18:12
problem solving
18:14
you removing roblox roadblocks using the
18:16
data in front of you you can’t just say
18:19
i’ve hired a great sales leader we’re
18:20
going to have a great sales team
18:23
that’s a part of the answer
18:26
and this is where this is oh gosh
18:29
don’t even want to say this because
18:30
people are going to hound me down but
18:32
you know
18:32
it’s where jim collins um in good to
18:35
great is you know get the right people
18:37
on the bus yeah
18:38
but get the right screens and the
18:40
dashboards and the intelligence on the
18:41
bus too
18:43
so those good people can operate in in
18:45
other ways i’m not saying he’s wrong i’m
18:47
just saying
18:47
there’s more to the story than that one
18:49
simple principle
18:50
so functional excellence to data
18:52
intelligence and then lastly
18:54
um moving from
18:58
stability maintaining the status quo
19:01
where failure is a sin and don’t speak
19:04
up
19:04
and hide the mistakes to shifting to
19:08
continuous improvement
19:09
where failure is a way forward ownership
19:12
and accountability where things
19:14
do break you own it 100 you own it
19:18
you don’t break it again you figure out
19:19
how to fix it and you move forward
19:21
and you you therefore reduce the amount
19:24
of failures
19:26
and and it’s a completely different
19:27
mindset and
19:29
i think we’ve all worked in
19:31
organizations or spaces where
19:33
failure is a sin and we need to move
19:36
to continuous improvement mindsets where
19:39
okay failure is not a sin um there can
19:41
be gross misconduct
19:42
sure but actually finding those
19:45
short-term failure points
19:47
are actually forward movement releases
19:50
and
19:50
and so that that’s why we need strategic
19:53
command centers that’s why we need new
19:54
tools that’s why we need to think
19:56
differently
19:57
and that’s why some of our old command
19:59
tools are stuck in the command and
20:01
control
20:01
long-term planning functional excellence
20:03
maintaining status quo
20:05
and we need to move into command centers
20:08
where it’s leading in power
20:09
short term wins data intelligence
20:11
continuous improvement
20:13
so yeah do that okay so we’ve got the
20:17
old way we’ve got the new way
20:18
how does how does waymaker
20:21
adopt some of these new ways of thinking
20:24
and pull that
20:25
information in yeah in a helpful way in
20:27
a helpful way well
20:29
um the framework the methodology of
20:32
waymaker sets up and says
20:33
we need to be continuously scanning
20:35
these these six areas
20:38
vision market strategy business model
20:40
customer experience
20:41
employee experience and when we’re
20:43
getting data from outside
20:45
and from inside coming in around those
20:48
things
20:49
where we’re processing that data in
20:52
in a consistent manner in an intelligent
20:54
manner so we’re surfacing
20:56
data that’s repeatable and we can
20:58
identify patterns in it
21:00
over time we get short feedback loops
21:03
across the organization we’re able to
21:08
get a picture of what’s going on around
21:11
us and within us quite quickly
21:13
and that’s really powerful that
21:16
that allows data to be crunched and
21:18
processed and for leaders to sit around
21:20
a table and go
21:22
you know we shouldn’t do that we should
21:23
do this and here’s why
21:25
or actually if we continue down this
21:28
path
21:29
we’re going to continue to veer off our
21:32
long-term goal
21:34
let’s readjust and veer back in to our
21:37
long-term goal
21:38
so waymaker one is is pulling in data
21:41
that’s holistic it’s not overweighted to
21:45
sales it’s not overweighted to finance
21:46
it’s not overweighted to one specific
21:48
area
21:50
it’s also not biased by
21:53
department or level of the organization
21:57
um everybody from from from the junior
22:01
associate
22:01
to the the chairman um
22:05
can be participating and engaged and
22:08
and therefore um that data is coming in
22:11
equal
22:12
that the the loudest voice at the table
22:15
is equalized
22:16
and standardized to remove bias and
22:20
that’s
22:20
it’s really hard in an organization
22:22
where you can’t afford to put on 16
22:24
joint chiefs of staff
22:25
and you know run something like what the
22:27
white house runs
22:29
so you also talk about um like a three
22:32
monthly
22:34
evaluation process is that
22:37
is that real time enough um well
22:40
there’s uh that’s a really good
22:43
point and a really good question you
22:46
need to have both formal
22:47
and informal ways of doing this
22:50
so great so the business as formal
22:53
approach is every three months you’re
22:55
kicking through this process
22:56
yeah is that real time enough i don’t
22:58
know it’s more real time than an annual
23:00
plan and
23:00
certainly a lot more real time than um
23:03
three to five
23:04
years strategy yeah but it’s not real
23:06
time if something happens last week
23:08
or if something happened this morning if
23:10
we know something’s gonna happen tonight
23:12
but what it does do is that operating
23:16
rhythm and that discipline you’ve built
23:17
quarterly is really easy to exact
23:21
today if you had to
23:24
you can say all right everybody um boom
23:27
um let’s look at our data seven
23:30
questions
23:31
um okay what have we got to adjust and
23:33
change
23:34
and we can adjust and change um and
23:38
communicate with precision by dropping
23:41
one two or three new key objectives onto
23:43
our strategic roadmap
23:45
and and everybody sees those the second
23:48
they’re in there and everybody can
23:50
adjust and adapt
23:52
and i i think that’s the power of giving
23:55
people
23:56
a framework and a methodology and a
23:59
system
24:00
to operate strategically and that’s what
24:02
waymaker’s doing
24:04
somebody said to me the other day when
24:06
they think about waymaker when it’s when
24:08
it’s in use they think about
24:10
um swallows um in the sky or birds in
24:14
the sky
24:15
and here in australia we get um
24:18
swallows and and and thousands of them
24:21
are
24:22
in a what do you call a herd of swallows
24:23
is it a herd a flock yeah let’s call it
24:26
um biology
24:30
a pod of swallows
24:33
yeah one one moves one one makes the
24:36
adjustment
24:37
yeah and and we don’t see each
24:40
each one of them going oh let me think
24:42
about that
24:43
i’m going to adjust course we just see
24:45
the whole cloud of movement changing
24:48
yeah and and there’s it’s almost like
24:50
they’re all in harmony
24:51
which they kind of are um that’s what
24:54
you’re doing with your organization
24:56
and and so waymaker lets you do that you
24:59
can turn
25:00
you could turn your staff not into a
25:03
flock of seagulls but into a flock of
25:04
swallows that that can
25:06
move uh in harmonization and that’s
25:09
that’s both beauty in that leadership
25:12
but also
25:13
um really good leadership really
25:15
effective leadership
25:17
um that’s powerful so the formal process
25:20
kind of
25:21
trains us in the way that we think in
25:22
the way that we look at different
25:24
situations
25:25
and evaluate things after a while it’s a
25:27
lens through which we look right so that
25:28
we can
25:29
we can just like all quickly kind of be
25:31
on the same page because we’ve gone
25:33
through the formal process
25:35
um you know quarterly or whatever that’s
25:37
right the
25:39
the ability to um think fast think slow
25:43
is um a really powerful ability it was
25:46
um
25:47
i think i referenced this book um and we
25:50
get given a guy a book plug and
25:52
um in two podcasts in a row but yeah
25:55
um it it’s daniel uh daniel
25:58
kahneman kahneman he’s a jewish um
26:01
psychologist um that wrote this book um
26:04
thinking fast thinking slow
26:06
and the whole well not the whole but a
26:08
big premise of that book
26:10
is we train ourselves to think fast
26:13
by taking moments to think slow and we
26:15
apply that
26:16
into our thinking and we pick up those
26:19
mental models and we use them
26:21
and when they’re good mental models when
26:23
we have to think fast
26:25
those good mental models models come to
26:27
the surface and we execute
26:28
much like a professional athlete on a
26:31
football field or a basketball court
26:33
who can execute a movement because
26:37
they’ve trained their mind and their
26:38
body to execute that
26:39
quite quickly um and so what we’re doing
26:43
in in the the quarterly cycle is we’re
26:47
thinking fast thinking slow when we need
26:48
to think fast we’ve got a thinking slow
26:50
mechanism that comes to the foresee
26:52
and we’ve not just got the mindset skill
26:56
and the language built and the culture
26:58
built
26:59
we’ve got the technical system at our
27:01
fingertips which means if we need to
27:04
turn 100 200 300 000 people
27:07
and and move them across multiple
27:10
geographic locations you can
27:15
so stu strategic command center that’s
27:17
what we’ve been talking about today
27:18
and if our listeners want to find out
27:20
what that looks like
27:21
for their own business then they can
27:23
jump on waymaker.io and sign up for a
27:25
free trial
27:26
and subscribe to this podcast if you’ve
27:28
been recommended by a friend or whatever
27:30
we’d love to you to join us in the
27:31
conversation as we talk
27:33
more about how to achieve more by doing
27:38
[Music]
27:45
[Applause]
27:46
less
27:47
[Music]
What is a strategic command centre?
A place where real time information can be absorbed & analysed for decision makers to make the most important and most effective decisions quickly.
Ideally, the situation room is:
- Apolitical
- Representative of all departments
- Always on
- Able to operate anywhere
- Strategic but highly focussed on tactics to solve problems
- Receives information in
- Clearly communicates instructions out
Listen in here: