Monthly Archives: October 2012

The “20%-of-Your-Time” Rule-of-Thumb

Gaining the commitment of the right resources is arguably the greatest success factor for strategic initiatives. I inevitably hear people on the strategic initiative team verbalize this pattern: “This performance gap is huge and needs to be addressed. I am happy to be part of the solution. But where am I going to find time to participate?” When resourcing of a strategic initiative, follow this rule, “Each key player in the strategic initiative must devote at least 20% of their time to the initiative.” The article also includes a list of five challenges for resourcing a strategic initiative: Ambiguity about purpose, Novelty, Run-the-business work consumes time, Corporate-level budgeting & talent management processes don’t plan with enough granularity, Burn-out and balance of personal life with work life. Continue reading

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Posted in Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , | 4 Comments

That’s the Fact, Jack: Data Drive Strategic Initiatives

A strategic initiative is more likely to be successful if there is an accessible record of facts, data, and patterns. Domino’s Pizza and Google are discussed as two good examples where data support a valid, useful diagnosis and narrative for the strategic initiative. By contrast, a failed initiative at Cooper Tire failed to convince middle managers. Because stakeholders often don’t agree on strategic direction, the leader can use tools like the ladder of inference and White Hat thinking to get facts and connect them to strategy. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , | 4 Comments