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.

How to Measure Business Acumen

Posted on May 11, 2019

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

Posted on June 26, 2016

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

Posted on May 30, 2016

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

Posted on April 29, 2016

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

Posted on March 31, 2016

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

Posted on February 29, 2016

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 →

Posted in Useful Practices & Management Tools | 3 Comments

Complexity: Four Principles for Program Managers

Posted on January 28, 2016

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