Breakthroughs are transformative but do not happen by accident. A careful PLANNED PROCESS is needed to assess, observe, evaluate and create action in the RIGHT DIRECTION. A bull in a china shop makes many “breakthroughs” but they are destructive and none are by design. Alignment of mission, purpose, values and goals are needed to “breakthrough” in the areas where actions needs to be taken.
Breakthroughs should be limited events. Too many breakthroughs in a short period will prevent digestion and adaptation of the new information. Until your organization has practical experience managing the process the attempt to deal with too many breakthroughs at once will likely result in overload. The key is to MAINTAIN KEY PROCESSES while distinguishing breakthrough efforts from daily management. Most of the organisations time must remain devoted to keeping the busienss running. Maintaining routines and rhythms is critical. Balance during this stage of strategy deployment is very important.