Author Archives: Greg Githens

About Greg Githens

Author, How to Think Strategically (9 July 2019) Executive and leadership coach. Experience in driving change in Fortune 500 and mid-size companies through strategic initiatives and business transformation. Seminar leader and facilitator - high-impact results in crafting and delivering strategy, strategic initiatives, program management, innovation, project management, risk, and capturing customer requirements.

Insights Are the Secret Sauce of Strategy

The future is an essential navigational beacon of strategic thinking. The navigational beacon of insights is just as important. The IBM turnaround is an excellent example of what one insight can do. Gerstner [IBM’s CEO] declared that the services strategy … Continue reading

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How a Strategic Decision Differs From a Tactical Decision

As I mentioned in the first chapter, people often use the adjective strategic rhetorically to signify importance. An example is that many people use the adjective strategic to contrast with tactical. The best explanation is that the strategic level is analogous to the brain and the tactical level is analogous … Continue reading

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Unlearning, learning, and a culture of strategic thinking

Organizational culture is relevant to both strategy and operations. Most agree that culture includes a set of shared values (about what is good and bad), beliefs (about the relationships of cause and effect), and assumptions (about the things that can … Continue reading

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How Mapping Can Improve Your Strategic Thinking

It’s an inconvenient truth that many executives are lost, unable to grasp the essential concepts of strategy, crafting it, or conveying it to others.[i] In addition to orientation, maps help you frame and answer questions like these: ·       Where could I go? … Continue reading

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How to Measure Business Acumen

The Society for Human Resource Management (SHRM) finds that business acumen trails only leadership and ethics as an essential executive quality. Unfortunately, it is a gauzy and subjective buzzword. I propose a simple evaluation for business acumen. Imagine that an … Continue reading

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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

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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

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