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Greg Githens is a recognized thought leader in strategic thinking, strategy making, and execution.-
Read these recent articles
- Strategy Execution as a Learning Process
- Why I favor a mental stance of disorder
- Critical Asking
- Transcending the Status Quo
- Connecting Strategy to Execution
- Complexity: Four Principles for Program Managers
- Use the PAVER Framework to Assure Strategic Commitments
- Strategic Experiments & Agile Responses
- Avoiding Four Pitfalls of Rapid Growth
- Operational Excellence or Strategic Excellence?
- Design Thinking: Five Landmarks for Strategic Initiatives
- Seven Must-Do’s for Better Strategy Execution
- Strategy as Problem Solving: An Example from a Large Technology Organization.
- Five Mental Anchors that Impede Your Strategic Initiative
- Five Must-Know Patterns of Disruption
- Beginners Guide: Competent Strategic Initiatives
- Volatility, Uncertainty, Complexity, & Ambiguity (VUCA)
- Four Recommendations for Effective Program Governance
- Six Strategic Thinking Skills: Developing the Proactiveness Habit
- What’s the #Strategy? Let Me Tell You a #Story
- Benefits of Being a Visible Expert
- Strategy is Not Long-Range Planning, Vision, Mission, or Values
- Five Ways to Involve Smart New Voices in the Strategy & Agile Innovation Conversation
- Is it Possible to Have a Perfect Strategy?
- Facilitating the Business Model Canvas: A Few Lessons Learned (Part 1)
- Designing Strategic Initiatives for Results: The Two Kinds of Coherence
- Perspective is More Powerful than Vision
- The Real Reason Strategy Implementation is Difficult (and the Solution to It)
- Grasping Essentials When You’re NOT the Expert
- Agile Thinking, Habits, and Strategic Initiative Leadership: Transcending the Buzz for Useful Insights
- Coherence: It is Only a Good Plan (Strategy) If It Makes Good Sense
- Four Ways that People Learn
- Four Ideas for Creating Small Wins
- How to Prioritize Strategic Initiatives
- Scope Creep in Strategic Initiatives: How to Recognize It and Avoid It
- Achieve, Preserve, Avoid: Another Nifty Technique for Gaining Strategic Perspective
- Three Ideas for Motivating Executive Stakeholders
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
- Uncategorized
- Useful Practices & Management Tools
Author Archives: Greg Githens
Strategy Execution as a Learning Process
I’ve been teaching the idea that the strategic initiative leader (the program manager) functions in the role the Chief Learning Officer (CLO). Here are three essences of the CLO role: Establishing an attitude and culture that is friendly to learning. … Continue reading
Posted in Useful Practices & Management Tools
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Why I favor a mental stance of disorder
This article will be of particular interest for those readers who want improve their strategic thinking. The advice for you is straightforward: Assume you don’t understand the situation that you’re in. The dangers of the K.I.S.S. Maxim. For most, this … Continue reading
Critical Asking
A challenge of strategy execution is that visionary people (executives and managers) have visions, ideas, goals, and solutions; they need others to realize the benefits. Often, the tactical people react to the request with pushback: “That will never work. We … Continue reading
Transcending the Status Quo
I was recently asked about the reasons for the status quo, specifically the lack of attention given to selecting, prioritizing, and supporting strategic initiatives. Everyone knows that strategy is important, so how do you get people moving? Let’s start by describing … Continue reading
Connecting Strategy to Execution
I was recently asked, “How should the PMO (project management office) connect strategy to execution?” In order to provide a compact answer, I’m going to sidestep the more-fundamental challenges: organizations have too many projects, every project is important to someone … Continue reading
Complexity: Four Principles for Program Managers
I started writing this article to report and elaborate on eleven useful practices as identified in a 2014 Project Management Institute (PMI) publication titled Navigating Complexity: A Practice Guide. I thought it would be a straightforward project, but it morphed … Continue reading
Use the PAVER Framework to Assure Strategic Commitments
As they left the courthouse on the day their divorce was finalized, Mark apologized to his now ex-wife Renee, “I told you I would do some things for the benefit of our marriage. I didn’t do them, and I’m sorry.” … Continue reading
