Michael Porter, the well-known strategist, and professor at Harvard Business School states, “the essence of strategy is in the activities–choosing to perform activities differently or to perform different activities than rivals.”
As I think on the final output generated from the process I used to help company leaders create their own written recognition strategies, each one is unique to their particular company. They have their crafted version of a recognition purpose and philosophy statement. Every company has a different overriding short-term goal. Their focus points reflect the needs and gaps for their organization. And the plans developed provide concrete goals and actions that will lead to better and more effective employee recognition for their company.
Porter also said, “The more benchmarking companies do, the more they look alike.”
Therein lies the dilemma for many companies. So often they want to know everything about what other companies are doing for employee recognition best practices and programs. Essentially, they want to duplicate what successful companies are doing and implement their ideas right away.
I will draw upon the thinking of INSEAD professors W. Chan Kim and RenéeMauborgne, who specialize in strategy and, specifically, Blue Ocean Strategy, to put a different spin on developing a recognition strategy. (more…)