When we notice problems that are complex and the solutions aren't obvious to the team, we have to dive a little deeper.  

We go all the way back to our purpose, with the intersecting processes in mind.  Then ask the question, with the all the right people involved, "How will we measure success in achieving this outcome?"

This is the strategy system conversation as it shows up in the pursuit of a differential change.

From there we can begin to refocus our attention on the potentially new measures of success while we evaluate our current process for inefficiencies through the new lens. 

This is the overlap in the management systems and the performance systems - a cross functional project that addresses a complex problem with many risks. 

 Most organizations have a process improvement approach in place.  Most of them are also incomplete.  Missing the intention of the four systems - strategy, management, performance, and leadership (culture).  If any system is missing your solution will fall short.  

Informal presence fails to meet the impact of the intention of formally exploring each system.  

"We know what is important."  I've heard that for so long it now frightens me to hear it.  I've seen global organizations fall prey to their own arrogance and assumptions of 'knowing what is important.'

The solution was simple.  Let's just go back and ask the customer and the business what exactly is important.  

Differential change requires a very formal and intention approach if we are to get it right.  This is not the place to cut corners or skimp on the inputs.  

If you don't have the time and resources to do it right the first time what makes you think you'll be in any better position to do it over?