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Greg Githens is the author of How to Think Strategically (2019). He is a recognized thought leader in designing and delivering strategic initiatives.-
Read these recent articles
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- Insights Are the Secret Sauce of Strategy
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- Use the PAVER Framework to Assure Strategic Commitments
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- Strategy as Problem Solving: An Example from a Large Technology Organization.
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- Benefits of Being a Visible Expert
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- Facilitating the Business Model Canvas: A Few Lessons Learned (Part 1)
- Designing Strategic Initiatives for Results: The Two Kinds of Coherence
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- The Real Reason Strategy Implementation is Difficult (and the Solution to It)
- Grasping Essentials When You’re NOT the Expert
Talk to the Expert
Need 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 419.424.1164Categories
- Ambiguity and Strong-Minded Thinking
- 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
- Strategy Coaching and Facilitation
- Strategy, Ambiguity, and Strong-Minded Thinking
- Success Principles for Strategic Initiatives
- Transforming the Organization
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- Useful Practices & Management Tools
Monthly Archives: April 2012
How to Identify Strategic Assumptions
Strategic assumptions are an important tool for establishing and controlling a strategic initiative. The assumptions fall into four categories: marketing, organizational, technological, and resources. An examples of a team that failed to examine strategic assumptions is discussed. Continue reading
Strategic Initiative Case Study: Intel’s Product Development Turnaround
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
Strategic Initiatives | Are You Ready to Implement?
Readiness to implement strategy is achieved when the physical resources are in place and there is a will to take action. A strategic initiative should formally assess readiness by either of two methods: self-audit or use of an outside resource. Leaders are advised to recognize and avoid the causes of failure: poor requirements, poor communications, and inadequate resources. The article also includes a set of do’s and don’t for strategic initiatives. http://wp.me/pZCkk-G1 Continue reading
Leading Strategic Initiatives 