Author Archives: Greg Githens

About Greg Githens

Author, How to Think Strategically (2024) 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.

A Powerful Idea for Your Strategic Initiative: Program = Brand = Trust

Posted on January 31, 2012 by Greg Githens

This practical article establishes the idea that brand positioning is a useful complement to strategic initiative program communications. Develop the program brand and you develop trust. Continue reading →

Posted in Incremental Benefits Delivery, Useful Practices & Management Tools | Tagged Brand management, Branding, communications, program management, Strategic initiative, Strategic management, trust | 4 Comments

Case Study: Strategic Initiative Kickoff in a Global Joint Venture

Posted on January 27, 2012 by Greg Githens

This case study of a global new product development launch by a joint venture provides seven leadership lessons. One is to get people out of their comfort zone and into their learning zone. Continue reading →

Posted in Examples of Strategic Initiatives, Strategy Coaching and Facilitation | Tagged joint venture, kick off meetin, program management, Program Manager, R&D, strategic intiatives, Strategic management | 4 Comments

Five Rules for Managing Complex Strategic Initiatives

Posted on January 18, 2012 by Greg Githens

Complex strategic initiatives operate in un-ordered environments. Greg offers 5 rules: manage initial (starting) conditions, broaden the involvement of stake holders, dissent strengthens the strategy, increase learning with rapid experimentation, and monitor for emergence. Continue reading →

Posted in Ambiguity and Strong-Minded Thinking, Strategic Planning Issues for Strategic Initiatives, Strategy, Success Principles for Strategic Initiatives | Tagged Agile project management, Complexity management, fast decisions, Stakeholder management, strategic initiatives, Strategic management, strategic thinking | 10 Comments

Advice for Strategic Initiative Charters

Posted on January 12, 2012 by Greg Githens

Strategic initiative charters are different than typical project and program charters that are expecting a pre-determined result. Greg Githens explains the functions of strategic initiative charter. He provides practical advise such as the “two page” rule and outlines 12 elements that should be found in a strategic initiative charter. Continue reading →

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives | Tagged Business, Charter, Initiative, Management, program management, Stakeholder (corporate), Strategic initiative, strategic initiatives, Strategic management, Strategic planning | 13 Comments

How to Improve Strategic-Operational Collaboration

Posted on January 2, 2012 by Greg Githens

You can build support for strategy by understanding and using the strategy-operations polarity map.First, you acknowledge the values of the operational perspective (e.g., it gets results) and the downsides of strategy (it consumes time). Then, you can introduce some of the benefits of strategy work. This article will help the strategic initiative leader assure that the initiative does not flounder. Continue reading →

Posted in Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Strategy, Ambiguity, and Strong-Minded Thinking, Transforming the Organization | Tagged Business operations, change management, commitment, culture, Leadership, polarity map, polarization, strategic initiatives, Strategic management, Strategic planning, Strategy, strategy execution, transformation | 6 Comments

Strategy-as-Story: The ABCDE Model

Posted on December 20, 2011 by Greg Githens

This tip for strategy and story telling (third in a series) describes the ABCDE model (assess, baseline, components, delivery, evaluation). It explains that strategic initiatives are chartered in the C to D steps. It also provides four useful questions that help gain strategic perspective: Where are we at? Where do we want to be? How will we get there? How will we evaluate ourselves? It also provides an example story that illustrates the principles. Continue reading →

Posted in How to Improve Your Story Telling Chops, Strategic Planning Issues for Strategic Initiatives | Tagged ABCDE model of strategy, balanced score card, benefits, leading strategic initiatives, story telling, strategic initiatives, Strategic management, Strategic planning, strategy execution, strategy formulation, vision | 2 Comments

A Master List of Questions for Strategic Initiatives

Posted on December 6, 2011 by Greg Githens

More than 80 good questions for leaders of strategic initiatives, provided by Greg Githens, who notes that “leaders lead by asking questions.” These questions are categorized: strategic path finding; betterment of risk, issues, and decisions; and elaborating requirements, solution design, and value propositions. Continue reading →

Posted in Competencies of Strategic Initiative Leaders, Useful Practices & Management Tools | Tagged ambiguity, Competencies of Strategic Initiative Leaders, Decision making, leading strategic initiatives, questions, strategic initiatives, Strategic Planning Issues for Strategic Initiatives, strategic thinking | 3 Comments

HSBC’s Powerful Idea: Separate “Change the Business” from “Run the Business”

Posted on November 29, 2011 by Greg Githens

Strategic initiatives are intended to change the business, but have to compete with run the business imperatives for resources. HSBC has a simple powerful concept for portfolio prioritization: it’s either run the business or change the business. Greg Githens explains the concept, and covers three lessons for leaders of strategic initiatives: use this as a first cut, pay attention to the follow-the-money story, and think more deeply about the question, What is strategic alignment? http://wp.me/pZCkk-z6 Continue reading →

Posted in Program & Portfolio Management, Success Principles for Strategic Initiatives | Tagged Business transformation, change the business, HSBC, portfolio management, project prioritization, run the business, Strategic initiative, strategic initiatives, Strategic management | 7 Comments

How to Be Strong Minded (3 Capabilities and 5 Tips for Strategic Thinking)

Posted on November 23, 2011 by Greg Githens

Strong minds produce strong ideas. Strong minds do not fail. Strong minded thinkers have three competencies: 1) they are good a probing and sensing, 2) they imagine the logical future consequences of decisions and actions, and 3) they look for opportunities to apply ingenuity. The article provides practical questions that will help the reader develop these competencies. The article also provides five tips for robustness: avoid mistakes, develop emotional resiliency, reflect, and generate alternative solutions. Continue reading →

Posted in Strategy, Ambiguity, and Strong-Minded Thinking | Tagged competencies, Critical thinking, how to be strong minded, Leadership, robustness, Strategic initiative, strategic initiatives, Strategic management, Strategic planning, strategic thinking, Strategy, strong mind | 7 Comments

Why Your Organization Will Perform Better With Fewer Strategic Initiatives: Six Bits Evidence

Posted on November 17, 2011 by Greg Githens

Companies that have fewer strategic initiatives more likely to be at the top of their industry. Why? The discipline and focus of strategic choice! Too many projects and initiatives tend to cause fire fighting, distraction, frustration, etc. This article will provide you with examples and good talking points for maintaining focus on the “vital few” strategies rather than the trivial many. Continue reading →