Category Archives: Incremental Benefits Delivery

Customers buy benefits, not features. The program manager offers benefits to their stakeholders in return for their commitment.

Strategy as Problem Solving: An Example from a Large Technology Organization.

A case study from MajFin shows how to think about causal links needed to deliver value. Continue reading

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Volatility, Uncertainty, Complexity, & Ambiguity (VUCA)

Greg explains how to resolve volatility, uncertainty, complexity, and ambiguity for a strategic initiative. He also provides a critique of the so-called VUCA prime model (vision, understanding, clarity, & agility) concluding that the VUCA prime model is only 25% valid.
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Three Ideas for Motivating Executive Stakeholders

1. People Desire to Part of Something Bigger, 2. People Desire to be of Service to Others 3. People Desire Status and Appreciate Recognition Continue reading

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Strategic Initiatives | What Are the Metrics That Matter?

Leaders of strategic initiatives should regard good metrics as a priority. Metrics will help foster learning, support the strategic initiative story, integrate the many components, and encourage good decision making. People can only pay attention to a handful of things, so the question for any change agent is what metrics are preserved and what new metrics are needed to encourage people to move in new directions. A good metric – or set of metrics – does these six things:1. It measures something important. 2.It has relevance to the audience. 3. It measures something that is directly controllable by individuals or small groups. 4.It is resistant to gaming. 5. It is a member of a very small, lean set of measurements. 6. The set of metrics includes both leading and lagging indicators.
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Incremental Benefits Delivery: The Key to Sustaining Commitment to Strategy

Greg Githens offers four guiding ideas for managing benefits in strategic initiatives: 1) Different stakeholders have different ideas of and expectations for program benefits, 2) there are two types of benefits:economic and emotive, 3) people prefer their benefits early, and 4) partition benefits into compact, incremental releases. A skillful strategic initiative leader will develop an operating rhythm that delivers incremental benefits and sustains commitment for the strategic initiative. Continue reading

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

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

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Contrast the Pain and the Gain: How to Use Benefits to Sell and Motivate

You can improve your benefits propositions and get more stakeholder commitment by contrasting the pain and the gain. Three example benefits propositions are provided. Also, the value of asking, “Who has the pain?” and “Besides yourself, who has the pain?” Continue reading

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