Category Archives: Interpreting Strategy Documents

How to identify important information in strategy formulation documents, to assure effective strategy execution.

L.I.D.S – The Four Leadership Roles of the Strategic Program Manager

Posted on June 21, 2011 by Greg Githens

Stories, Learning, Integration, and Decisions are keys to good leadership of strategic initiatives. Greg Githens explains that the leader is the Chief of each. Individually and collectively these program manager roles provide a framework for strategy execution.

http://wp.me/pZCkk-jY Continue reading →

Posted in Competencies of Strategic Initiative Leaders, Interpreting Strategy Documents, Useful Practices & Management Tools | Tagged ambiguity, Competencies of Strategic Initiative Leaders, fast decisions, Greg Githens, innovation, program management, Strategic initiative, strategic thinking, strategy execution, teams | 13 Comments

Two Tools for Describing Strategic Context (Strategic Thinking Part 3)

Posted on June 13, 2011 by Greg Githens

Greg Githens explains the PESTLE acronym for evaluating strategic context, and the “walk the fenceline” technique. Strategic thinkers have an “outside in” perspective that allows them understand how external context affects strategy. Continue reading →

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Strategy, Ambiguity, and Strong-Minded Thinking | Tagged ambiguity, Business, CSX, director of strategic initiatives, Greg Githens, innovation, Management, Pepsico, PESTLE, program management, strategic context, strategic environment, Strategic initiative, strategic thinking, strategy execution, strategy formulation, sustainability, vision | 12 Comments

Growth as a Strategic Initiative

Posted on June 7, 2011 by Greg Githens

Companies are shifting into a growth mode and we will see more strategic initiatives that emphasize a blend of incremental, platform and radical transformation. The drivers of growth may be strategy innovation, product innovation, or process innovation. It may be organic or inorganic growth, with use of open innovation straddling the two. The leader will need to develop an understanding of what growth means, and apply the described techniques for structuring a strategic initiative to gain growth. Continue reading →

Posted in Examples of Strategic Initiatives, Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Transforming the Organization | Tagged ambiguity, Business, business development, Chief executive officer, GE Growth Playbook, Greg Githens, growth, IBM, incremental innovation, innovation, Inorganic growth, New product development, new service developement, open innovation, platform innovation, Procter & Gamble, program management, radical innovation, Sales, Samuel J. Palmisano, Strategic initiative, Strategy, strategy innovation, transformation | 7 Comments

Strategic Thinking (Part 1): A Fight with Ambiguity

Posted on May 19, 2011 by Greg Githens

Strategic thinking is necessary for execution, as well as strategy formulation. Ambiguity (multiple meanings) is at the heart of strategy, so the Strategic Initiative leader’s top priority is to recognize ambiguity, clarify metrics, and develop sensible action plans. Greg Githens explains how they find the balance of patience and action. Their skillful conversation fosters understanding and gain commitment. Continue reading →

Posted in Competencies of Strategic Initiative Leaders, Interpreting Strategy Documents, Strategy, Ambiguity, and Strong-Minded Thinking | Tagged ambiguity, Business, buy in, Competencies of Strategic Initiative Leaders, Decision making, fast decisions, Greg Githens, Management, Nokia, Strategic initiative, Strategic management, Strategic planning, strategic thinking, strategy execution, strong mind, transformation, vision | 26 Comments

How to Energize Strategic Initiatives with Outcomes

Posted on April 20, 2011 by Greg Githens

Performance outcomes are time-based trends that serve to crystallize the strategic vision. This “how to execute strategy article” explains that the strategic initiative team builds a cause-effect model. Applying its model, the team develops the strategies that lead to the desired improvement in performance outcomes. Helpful tips are provided. Continue reading →

Posted in Interpreting Strategy Documents, Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged ambiguity, change management, collaboration, Competencies of Strategic Initiative Leaders, Decision making, Greg Githens, innovation, Management, management tools, program management, questions, revpar, stkeholder expectations, Strategic initiative, Strategic management, strategy execution, success metric, teams, transformation, vision | 12 Comments

Validation: How to Get Strategy Right

Posted on March 29, 2011 by Greg Githens

Strategy validation is a process of assuring that there is a “correct strategy.” First, review to find a distinct statement of problem or opportunity that is coupled to a proposed solution. The program manager – just like the CEO – validates strategy with the important stakeholders. Avoid over and under commitment to the strategic initiative. The #1 reason that Boards fire CEOs is because they don’t adequately communicate the reasons for the strategic initiatives. Continue reading →

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Useful Practices & Management Tools | Tagged CEO fired, change management, Discovery Channel, Greg Githens, Hasbro, IBM Infosphere, Problem Solving, program management, Strategic initiative, Strategic management, Strategic Planning Issues for Strategic Initiatives, strategy execution, strategy formulation, The Hub, transformation, Translation, United Bank Limited, validation, vision | 4 Comments

Strategy is a Boundary-Spanning Activity

Posted on March 21, 2011 by Greg Githens

Greg Githens explains how leaders develop the strategic initiative execution plan by integrating concepts. Vertical connections are done through metrics and horizontal connections are a search for strategic synergy. He explains a pitfall of many strategies, which is to focus on the solution rather than the problem or opportunity. An example is provided for Human Resources strategy. This post describes Step 3 of 4 for interpreting strategy documents. Continue reading →

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged ambiguity, balanced score card, Balanced scorecard, horizontal integration, Initiative, open innovation, program management, Strategic initiative, Strategic management, Strategic Planning Issues for Strategic Initiatives, Strategy, strategy execution, strategy formulation, vertical integration, vision | 6 Comments

What are the Strategic Pillars that Support the Vision?

Posted on March 11, 2011 by Greg Githens

Strategic pillars and planks hold up the strategic vision. Describes examples of strategic initiatives at Google, Boy Scouts of America, Schibsted, GE, pet supplies retailer, and an approach for content marketing strategies. Continue reading →

Posted in Examples of Strategic Initiatives, Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged content marketing, document analysis, Goal, Greg Githens, program management, Strategic initiative, Strategic management, strategic planks, Strategic Planning Issues for Strategic Initiatives, strategy execution, strategy formulation, vision | 7 Comments

Can You See Your Vision Statement?

Posted on March 7, 2011 by Greg Githens

An important task for the leader of a strategic initiative is to bring clarity to the vision statement. Provides criteria for a vision and 5 methods for improving a vision statement. Step 2 of a 4-part approach on interpreting strategy documents. Continue reading →

Posted in Interpreting Strategy Documents, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged alignment, commitment, program management, Strategic initiative, Strategic management, Strategic Planning Issues for Strategic Initiatives, strategy document, strategy execution, vision | 11 Comments

Interpreting Strategy Documents: A Key Skill for Implementation

Posted on February 15, 2011 by Greg Githens

Strategy fails in part because strategy formulation documents must be interpreted as they are implemented. The article provides practical ideas for clarifying strategic concepts and assure that strategy implementation is successful. http://wp.me/pZCkk-7R Continue reading →