Author Archives: Greg Githens

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 →

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 →

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 →

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 →

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 →