Greg Githens is Vice President Strategic Initiatives and Innovation. He helps executives turn vision into results and is available for short- and long-term leadership.
Read these recent articles
- Accountability is the Willingness to Have Your Performance Measured
- Three Tips for Leading Strategic Alliances
- Don’t Ask About Deadlines and Due Dates
- Launching a Strategic Initiative? Here are Three Good Practices
- B.A.R.E.D. – Five Domains for Program Management Performance
- Strategy Execution Priority #1: Effectively Communicate Strategic Decision(s)
- Strategic Initiatives Case Study: Best Buy’s “Renew Blue” Turnaround
- The Business Value Proposition
- Strategic Thinking: Seven Questions for Your New Year’s Resolution
- Use Small Wins to Attract Allies To Your Strategic Initiative (and Overcome Shabby Thinking)
- Strategic Initiatives | What Are the Metrics That Matter?
- S.T.I.C.C. – A Useful Communication Tool for Critical Situations
- The “20%-of-Your-Time” Rule-of-Thumb
- That’s the Fact, Jack: Data Drive Strategic Initiatives
- A Simple Idea that Every Good Strategist Knows
- Apple versus Samsung: Three Lessons for Strategic Initiative Leaders
- Four Things Strategic Initiative Leaders Need to Know About Requirements
- The “Call to Action:” A Useful Leadership Tool
- Strategic Initiative Steering Teams: A Sharp or Dull Blade?
- Identify Performance Gaps and Get Out of the Rut of Solutioneering
- The Job of the Program Manager is to…..
- Use the Prospective Hindsight Technique to Improve Your Vision Statements and Story Telling
- The Purpose of a Strategic Initiative is Closing a Performance Gap
- How to Develop Completion Criteria and Success Metrics
- Ask Informed Questions
- How to Identify Strategic Assumptions
- Strategic Initiative Case Study: Intel’s Product Development Turnaround
- Strategic Initiatives | Are You Ready to Implement?
- Incremental Benefits Delivery: The Key to Sustaining Commitment to Strategy
- The Strategic Initiative Leader: The #1 Success Factor!
- Strategic Initiatives | Executive Sponsor Roles, Power, & Politics
- Know The “Follow-The-Money” Story. How was Your Strategic Initiative Funded?
- Path Finding and Way Finding
- A Powerful Idea for Your Strategic Initiative: Program = Brand = Trust
- Case Study: Strategic Initiative Kickoff in a Global Joint Venture
- Five Rules for Managing Complex Strategic Initiatives
- Advice for Strategic Initiative Charters
Talk to the ExpertNeed a strategic planning facilitator, implementation coach, neutral mediator, workshop, seminar, or hands-on program manager? Greg Githens provides coaching, workshops, hands-on, and more. Contact him at GregoryDGithens@cs.com or 419.424.1164
- Competencies of Strategic Initiative Leaders
- Examples of Strategic Initiatives
- How to Improve Your Story Telling Chops
- Incremental Benefits Delivery
- Interpreting Strategy Documents
- Program & Portfolio Management
- Strategic Planning Issues for Strategic Initiatives
- Strategy Coaching and Facilitation
- Strategy, Ambiguity, and Strong-Minded Thinking
- Success Principles for Strategic Initiatives
- Transforming the Organization
- Useful Practices & Management Tools
Tag Archives: New product development
Organizations often use strategic initiatives as a tool for improving operations. The success rate for these process-improvement initiatives is about 1 in 3. I find it best to think of tool and process deployment as a social process of adopting an innovation. The bottoms-up approach of small wins is a useful alternative to autocratic approaches. A small win, defined by Karl Weick, is a “series of concrete, complete outcomes of moderate importance that build a pattern that attracts allies and deters opponents.” An example is provided, with the leadership lessons of defining benefits, being authentic, generating trust, and encouraging experimentation.
The word “opponent” is a bit of an overstatement for most internal change efforts.The opponent is often not a person, it is a ill-defined ideology. Recommendations: Base your conclusions on good evidence, not gut feelings. Don’t let half-truths go unchallenged; over time they become accepted truth. Continue reading
Leaders of strategic initiatives should regard good metrics as a priority. Metrics will help foster learning, support the strategic initiative story, integrate the many components, and encourage good decision making. People can only pay attention to a handful of things, so the question for any change agent is what metrics are preserved and what new metrics are needed to encourage people to move in new directions. A good metric – or set of metrics – does these six things:1. It measures something important. 2.It has relevance to the audience. 3. It measures something that is directly controllable by individuals or small groups. 4.It is resistant to gaming. 5. It is a member of a very small, lean set of measurements. 6. The set of metrics includes both leading and lagging indicators.
Organizations need to mature new product development processes, product life cycle processes, and other processes. The article describes Intel and its product development framework. The first case study failed to deliver benefits, in part because the team tried to make the organization comply and conform to a model. It requires skill to navigate and change culture. The second case was successful, in part because the CEO made it clear he was unhappy with product quality. The article lists numerous lessons learned for strategic initiatives. Continue reading
Companies are shifting into a growth mode and we will see more strategic initiatives that emphasize a blend of incremental, platform and radical transformation. The drivers of growth may be strategy innovation, product innovation, or process innovation. It may be organic or inorganic growth, with use of open innovation straddling the two. The leader will need to develop an understanding of what growth means, and apply the described techniques for structuring a strategic initiative to gain growth. Continue reading
Provides detail on Domino’s Pizza turnaround strategic initiative, with 7 leadership lessons. Continue reading