Monthly Archives: January 2012

A Powerful Idea for Your Strategic Initiative: Program = Brand = Trust

This practical article establishes the idea that brand positioning is a useful complement to strategic initiative program communications. Develop the program brand and you develop trust. Continue reading

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Posted in Incremental Benefits Delivery, Useful Practices & Management Tools | Tagged , , , , , , | 4 Comments

Case Study: Strategic Initiative Kickoff in a Global Joint Venture

This case study of a global new product development launch by a joint venture provides seven leadership lessons. One is to get people out of their comfort zone and into their learning zone. Continue reading

Posted in Examples of Strategic Initiatives, Strategy Coaching and Facilitation | Tagged , , , , , , | 4 Comments

Five Rules for Managing Complex Strategic Initiatives

Complex strategic initiatives operate in un-ordered environments. Greg offers 5 rules: manage initial (starting) conditions, broaden the involvement of stake holders, dissent strengthens the strategy, increase learning with rapid experimentation, and monitor for emergence. Continue reading

Posted in Ambiguity and Strong-Minded Thinking, Strategic Planning Issues for Strategic Initiatives, Strategy, Success Principles for Strategic Initiatives | Tagged , , , , , , | 9 Comments

Advice for Strategic Initiative Charters

Strategic initiative charters are different than typical project and program charters that are expecting a pre-determined result. Greg Githens explains the functions of strategic initiative charter. He provides practical advise such as the “two page” rule and outlines 12 elements that should be found in a strategic initiative charter. Continue reading

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives | Tagged , , , , , , , , , | 12 Comments

How to Improve Strategic-Operational Collaboration

You can build support for strategy by understanding and using the strategy-operations polarity map.First, you acknowledge the values of the operational perspective (e.g., it gets results) and the downsides of strategy (it consumes time). Then, you can introduce some of the benefits of strategy work. This article will help the strategic initiative leader assure that the initiative does not flounder. Continue reading

Posted in Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Strategy, Ambiguity, and Strong-Minded Thinking, Transforming the Organization | Tagged , , , , , , , , , , , , | 6 Comments