Innate Strategies ... simplifying your complex world

A client perspective

"I worked with Scott during a time of significant and holistic transformation of a $25B high technology business. Scott’s in-depth understanding of strategy, organizational dynamics and what it takes to drive sustainable business success is outstanding. And, when you couple that with his amazing ability to put the business strategy into a context that brings the people of the organization into the center of the development and implementation of the strategy, the outcome is that it drives results quicker and more effectively than anything I’ve experienced before. Working with someone with Scott’s expertise along with his high integrity, willingness to challenge the management team to rise to it’s highest potential, along with his wonderful personality was truly a joy."
- Mary E. Peery, Senior Vice President Hewlett Packard, IPG (more)

"Causing deep, lasting impact requires a fundamentally different perspective."
– Scott Spann, Founder and Strategist (bio)

Leaders today grapple with seemingly insoluble problems – wicked problems – problems that, by the very nature of our world today, don't respond to traditional solutions.

Whether in Business or Society, wicked problems are the result of fragmentation – fragmented perception, fragmented thinking, fragmented action.

Innate Strategies works with today's Business and Social leaders to cause fundamentally different results by integrating perception, integrating thought and integrating action.

Working in this way results in a fundamentally different level of insight and action – quickly focusing leaders and their organizations on those few things that will have deep, lasting, positive impact.

We do this by

  • Deeply and rigorously understanding each leader's reality
  • Integrating these perspectives into a single, shared view of reality
  • Discovering the handful of actions that will move that reality in the right direction
  • Designing and implementing the specific organizational and behavioral changes to ensure success

We've done this with companies like HP, Apple, and TXU – with groups like CARE International and RE–AMP – and for nations like Guatemala. If you're open to a conversation about how you can cause deep, lasting impact, please contact us. Or, to learn more, download our whitepaper here.

Innate Strategies launches breakthrough workshops for Leaders and Consultants. Click here for more information.

Seeing the complex interrelationships in your business "system" can be very difficult for a leadership team focused on their functional areas/expertise. And insight into that connectivity is critical; failing to clearly see and assess the impact of a decision across the organization has a negative impact on execution efforts and increases costs significantly.
Conflicting goals, making decisions that are good for one functional area but not for the company as a whole, reality gaps, and differences in perspectives that end in the "blame game" and "personality conflicts" are deadly obstacles on the path to successful execution.
What used to be an either/or proposition is now both/and — you have to deliver both quality and cut cost. And on top of it all, your organization has neither the time nor the resources to do both. When you try to meet the challenge — in an environment characterized by status quo thinking, seeing and operating — it seems impossible — but it doesn't have to be.
Quick fixes are a natural impulse to address immediate problems. What we can't see is that a symptom of the problem is not the root cause. When the root cause is still alive and well (and kicking), you can pretty much guarantee that the symptom will show up again — causing another problem somewhere else – getting in the way of execution before we even realize it.
In doing their best to execute, functional teams often amass a list of the 10, 20, or more initiatives they believe are required to get just their part of the job done — and when you have 10 teams, that's 100+ initiatives. These herculean lists keep everyone frantically busy, but not necessarily focused on what has the most impact for the business. Without clear relentless focus on the few critical issues, execution becomes disjointed and starts heading toward disaster.