Author Archives: Greg Githens

About Greg Githens

Thought leader who helps others think strategically, make strategy, and turn vision into action. Coach, advisor, board member, and hands-on leader. Seminar leader and speaker of popular offerings "How to Think Strategically & Apply Business Acumen" and "Leading Strategic Initiatives (Program Management)." Experience in driving change in Fortune 500 and mid-size companies through strategic initiatives and business transformation.

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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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

Posted in Ambiguity and Strong-Minded Thinking, Competencies of Strategic Initiative Leaders, Strategy, Ambiguity, and Strong-Minded Thinking, Useful Practices & Management Tools | Leave a comment

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

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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

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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

Posted in Ambiguity and Strong-Minded Thinking, Competencies of Strategic Initiative Leaders, Program & Portfolio Management, Useful Practices & Management Tools | 2 Comments

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

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