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Greg Githens is a recognized thought leader in strategic thinking, strategy making, and execution.
Read these recent articles
- Strategy Execution as a Learning Process
- Why I favor a mental stance of disorder
- Critical Asking
- Transcending the Status Quo
- Connecting Strategy to Execution
- Complexity: Four Principles for Program Managers
- Use the PAVER Framework to Assure Strategic Commitments
- Strategic Experiments & Agile Responses
- Avoiding Four Pitfalls of Rapid Growth
- Operational Excellence or Strategic Excellence?
- Design Thinking: Five Landmarks for Strategic Initiatives
- Seven Must-Do’s for Better Strategy Execution
- Strategy as Problem Solving: An Example from a Large Technology Organization.
- Five Mental Anchors that Impede Your Strategic Initiative
- Five Must-Know Patterns of Disruption
- Beginners Guide: Competent Strategic Initiatives
- Volatility, Uncertainty, Complexity, & Ambiguity (VUCA)
- Four Recommendations for Effective Program Governance
- Six Strategic Thinking Skills: Developing the Proactiveness Habit
- What’s the #Strategy? Let Me Tell You a #Story
- Benefits of Being a Visible Expert
- Strategy is Not Long-Range Planning, Vision, Mission, or Values
- Five Ways to Involve Smart New Voices in the Strategy & Agile Innovation Conversation
- Is it Possible to Have a Perfect Strategy?
- Facilitating the Business Model Canvas: A Few Lessons Learned (Part 1)
- Designing Strategic Initiatives for Results: The Two Kinds of Coherence
- Perspective is More Powerful than Vision
- The Real Reason Strategy Implementation is Difficult (and the Solution to It)
- Grasping Essentials When You’re NOT the Expert
- Agile Thinking, Habits, and Strategic Initiative Leadership: Transcending the Buzz for Useful Insights
- Coherence: It is Only a Good Plan (Strategy) If It Makes Good Sense
- Four Ways that People Learn
- Four Ideas for Creating Small Wins
- How to Prioritize Strategic Initiatives
- Scope Creep in Strategic Initiatives: How to Recognize It and Avoid It
- Achieve, Preserve, Avoid: Another Nifty Technique for Gaining Strategic Perspective
- Three Ideas for Motivating Executive Stakeholders
Talk to the ExpertNeed a strategic planning facilitator, implementation coach, neutral mediator, workshop, seminar, or hands-on program manager? Greg Githens provides coaching, workshops, hands-on, and more. Contact him at GregoryDGithens@cs.com or 419.424.1164
- Ambiguity and Strong-Minded Thinking
- Competencies of Strategic Initiative Leaders
- Examples of Strategic Initiatives
- How to Improve Your Story Telling Chops
- Incremental Benefits Delivery
- Interpreting Strategy Documents
- Program & Portfolio Management
- Strategic Planning Issues for Strategic Initiatives
- Strategy Coaching and Facilitation
- Strategy, Ambiguity, and Strong-Minded Thinking
- Success Principles for Strategic Initiatives
- Transforming the Organization
- Useful Practices & Management Tools
Category Archives: Strategy, Ambiguity, and Strong-Minded Thinking
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
Few argue that culture is a key factor in the execution of strategy. Culture has many definitions, and one way to understand it is that it is a set of thousands of individual habitual responses. They are also collective, and … Continue reading
A strategic initiative is a response to performance gap. It’s purpose is to close it. A leader of a strategic initiative needs to watch out for the “fluff” of attractive artifacts like mission, vision, values, and long-range plans.
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There is a perfect strategy in the sense that you could design a strategy for a given moment in time that effectively addresses the core competitive challenge. Strategy as a crafted, designed response to a specific and important challenge. Perfection means it is entirely adequate for the situation and you would gain little benefit from further tweaking. You gain more benefits from bearing down on execution compared to polishing a presentation deck.
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This article is a critique of, “agile thinking,” with examples provided for a strategic initiative at Corning: Agile Business Innovation.
In present use, agile thinking means to embrace the “agile values” declared by agile software evangelists, those values being things like flexibility, speed, customer responsiveness, change, and good engineering. Greg Githens explains that by recognizing that agilists are talking about values, we can then turn our attention to the appropriateness of the values to the situation. We can design an approach that best maximizes our chances of success. The core challenge for agilists is that they are saying that their values might be better than there audience’s values. They want to change habits, but often lose sight of whether changing habits is good for the business.
As a cognitive process, there are no practical differences between agile thinking and creative thinking. The article concludes by suggesting five questions for looking at habits.
Coherence means that things make sense. In the context of strategy, it means that the committed resources, policies, and actions are consistent and coordinated. A plan is only a good plan if it makes good sense. Unfortunately, most organizations pursue multiple objectives that are unconnected with one another (and sometimes even conflict).They are anything but coherent! Insert the concept of coherence into your discussions. How? One way is to ask simple questions, “Does this make sense? Where are the gaps? Are there conflicting objectives?” Another way to encourage coherence is to activate the Chief Story Teller role. Imposing coherence and discipline on an organization is difficult and takes hard work by the strategic initiative leader.
Scope creep is a frequently-heard complaint. The word scope is ambiguous; experience shows that even highly experienced and trained professionals cannot agree on its meaning. The Includes-Excludes Table is a simple two-column table with the word “in” placed at the top of the left column and “out” at the top of the right column. It helps us to visualize scope creep as something that was determined to be “out” now has crept over the line to become “in.” The advice for the strategic initiative leader is straightforward: pay attention to the partitioning of in and out. Don’t let something that is out cross the line unless you understand the impacts on the governance of the program. Also, use preferred modifiers: Problem Scope, Product Scope, and Work Scope.
This process of describing the in and out, and making choices, encourages the strategist to think about their business model in a more complete and logical way. The Includes-Excludes Table can help you stay focused on root causes and core strategic problems. They key is to maintain a focus on the problem scope, and avoid the tendency to start designing solutions and implementing them.
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