Category Archives: Ambiguity and Strong-Minded Thinking

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

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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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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

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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

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Design Thinking: Five Landmarks for Strategic Initiatives 

I find that when I adopt a design-thinking mentality, I develop more effective approaches for a strategic initiative. Here are five important landmarks of design thinking. Functionality – Strategic initiatives, by definition, are endeavors intended to close an organizational performance … Continue reading

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Five Mental Anchors that Impede Your Strategic Initiative

Mental anchors are reference points that people use in decision making. As an example, people tend to be loss avoiders when making decisions because they are anchoring to the things they already have. Anchoring to the past or present allows … Continue reading

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Five Rules for Managing Complex Strategic Initiatives

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

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