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.

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

Posted in Useful Practices & Management Tools | 3 Comments

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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Strategic Experiments & Agile Responses

Most strategic initiatives involve complex environments. The emergent nature of complexity means that the use of experimentation is essential to progress. A good strategic initiatives design is one of experimenting, testing a hypothesis, and expecting emerging solutions. You want to … Continue reading

Posted in Ambiguity and Strong-Minded Thinking, Competencies of Strategic Initiative Leaders, Useful Practices & Management Tools | 1 Comment

Avoiding Four Pitfalls of Rapid Growth

I was recently invited to join an expert panel who were addressing the challenges of strategic initiatives. This question was asked, and what follows is my response: What is your best advice for avoiding common pitfalls during rapid growth? #1. Adding … Continue reading

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Operational Excellence or Strategic Excellence?

The following question was asked by an executive at a startup: Is it ever too soon to start working toward operational excellence? What, if anything, needs to come before this? Here is my answer: Excellence is one of those “know-it-when-I-see-it” … Continue reading

Posted in Strategic Planning Issues for Strategic Initiatives, Transforming the Organization | 2 Comments