CXO Bytes

Leaders need Strategic Timeout to Re-calibrate on Existing Policies & Approach


Cricket continues to evolve and redesign itself in many ways. With the exciting format of 20 overs in IPL, the matches are so dynamic that the tables can turn at any moment, and it is extremely difficult to predict the winner until the last few balls. Of course, the teams need to plan for the entire tournament but, considering the nature of the game, they need ‘Ball to Ball Planning’ in each game.


The IPL has introduced a very interesting concept known as ‘Strategic Timeout’. This 2.5-minute break between the overs allows teams to reconvene, synergize, assess the game’s status, and plan for balance overs.


Sports have always been and will continue to draw a parallel to our corporate lives. Most organizations are currently in T20 situation, wherein the business & operating environment is dynamic, and thus it calls for leaders to take a “Strategic timeout” more frequently than ever.


With organizations adopting to flexible work approach wherein some employees prefer flexibility, and others prefer to work from the office on most days; the organizational leader needs to take a ‘Strategic Time-out’ to re-calibrate on critical tracks:


  • Operational Stability – as things continue to evolve it calls for working in even more complex environments where teams are required to deliver while being in a different stage of their journey in adapting to a hybrid.


  • Meaningful Engagements – Organizations are investing resources to ensure a seamless experience for employees returning to offices. They need to step back & recalibrate on an ongoing basis to ensure consistency and to drive healthy and meaningful employee engagement.


  • Communications – In current times micro sensing is critical for leaders. They need to maintain appropriate two-way communication with all employees. For this they need “strategic time out”, where they can reach out to their employees, understand, and hear, ‘What’, ‘Who’ and ‘How’ of things on the ground. This micro sensing will help them to sharpen the decisions, actions, and messages and help deliver the same impactfully.


  • Inclusivity in practice – While organizations continue to have teams in-person, on-screen, and some in collaborative spaces, it’s paramount to ensure that each segment of the employees is engaged, and leaders are able to harness inclusivity in practice.


What had worked in the physical & remote work model may not work in the upcoming months. Various Hybrid models are to be explored with the evolving situation, employees’ behavior & adoption and hence leaders would be required to take a “Strategic Timeout to re-calibrate on existing policies & approach and alter the same as needed.

(The author is Mr. Rajat Raheja, Division President, Amdocs India and the views expressed in this article are his own)


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