Tag Archives: Management

A Guide to the Three Types of Strategy and Business Model Scope

Strategic initiatives arise to support three types of strategies. Corporate strategies have to do with market selection. Business strategies have to do with competing within a business model. Functional strategies have to do with effective specialization. Each interact with the business model’s value proposition. Continue reading

Posted in Examples of Strategic Initiatives, Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives | Tagged , , , , , , , , , , , , , , , , , , , , , | 15 Comments

A Practical Tool for Gaining Program Management Insights

Greg Githens describes the SIMple model (SIM = Strategy, Inquiry, Metrics) as a tool for framing key issues in a strategic initiative. He recommends starting with inquiry and metrics, and using that to evaluate and refine the program strategy. Continue reading

Posted in Program & Portfolio Management, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , , | Leave a comment

Two Tools for Describing Strategic Context (Strategic Thinking Part 3)

Greg Githens explains the PESTLE acronym for evaluating strategic context, and the “walk the fenceline” technique. Strategic thinkers have an “outside in” perspective that allows them understand how external context affects strategy. Continue reading

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Strategy, Ambiguity, and Strong-Minded Thinking | Tagged , , , , , , , , , , , , , , , , , | 11 Comments

Vice President, Director, Manager of Strategic Initiatives: Position Description Best Practices

Greg Githens reviewed a number of employment opportunities for individuals with the phrase “strategic initiatives” in the job title (and the trend is upward). Examples are Vice President of Strategic Initiatives, Director of Strategic Initiatives, and Manager of Strategic Initiatives. This article provides a snapshot of five positions and commentary on trends and omissions. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Examples of Strategic Initiatives, Program & Portfolio Management, Success Principles for Strategic Initiatives | Tagged , , , , , , , , , , , , , , , , , , , , , , , , , , , | 6 Comments

Strategic Thinking (Part 2): Framing Decisions with the Four Types of Ambiguity

Good strategic thinkers are strong minded; they cope effectively with ambiguous information. This article explains how to recognize the four types of goal ambiguity (methods, metrics, priorities, and outcomes). The strategic initiative leader needs to frame decisions to cope with this ambiguity. Continue reading

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Strategic Thinking (Part 1): A Fight with Ambiguity

Strategic thinking is necessary for execution, as well as strategy formulation. Ambiguity (multiple meanings) is at the heart of strategy, so the Strategic Initiative leader’s top priority is to recognize ambiguity, clarify metrics, and develop sensible action plans. Greg Githens explains how they find the balance of patience and action. Their skillful conversation fosters understanding and gain commitment. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Interpreting Strategy Documents, Strategy, Ambiguity, and Strong-Minded Thinking | Tagged , , , , , , , , , , , , , , , , | 25 Comments

How to Energize Strategic Initiatives with Outcomes

Performance outcomes are time-based trends that serve to crystallize the strategic vision. This “how to execute strategy article” explains that the strategic initiative team builds a cause-effect model. Applying its model, the team develops the strategies that lead to the desired improvement in performance outcomes. Helpful tips are provided. Continue reading

Posted in Interpreting Strategy Documents, Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , , , , , , , , | 12 Comments