Category Archives: Strategy Coaching and Facilitation

How to Improve Strategic-Operational Collaboration

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 , , , , , , , , , , , , | 6 Comments

Strategic Initiative Benefit Propositions (Part 1): Identifying the Duties of Internal Stakeholders

Strategic initiatives deliver benefits to important stakeholders. This article explains how to identify benefits sought by internal stakeholders (CFO, CIO, and Treasury Managers as examples). Greg Githens explains that you should look at the individual’s job duties with respect to organizational performance and success. Understanding their duties can help the strategic initiative leader craft messages that increase acceptance for the vision and for the strategy. Continue reading

Posted in Incremental Benefits Delivery, Program & Portfolio Management, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged , , , , , , , , , , | 11 Comments

Fast and Effective Decisions Drive the Strategic Initiative

Fast and effective decisions drive the strategic initiative program. Greg Githens provides useful ideas for making faster and better decisions. Continue reading

Posted in Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , | 5 Comments

Does Your Strategic Initiative Need a Fresh Perspective?

Greg explains how to overcome headwinds in a strategic initiative with 4 perspectives: storytelling, learning, integration, and decisions. He illustrates how each role is applied through a case study.

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Posted in Competencies of Strategic Initiative Leaders, Examples of Strategic Initiatives, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , , , , , , , , , , | 1 Comment

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

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 , , , , , , , , , , , , , , , , , | 12 Comments

How to Energize Strategic Initiatives with Outcomes

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 , , , , , , , , , , , , , , , , , , , | 12 Comments

Strategy is a Boundary-Spanning Activity

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 , , , , , , , , , , , , , , | 6 Comments

Can You See Your Vision Statement?

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 , , , , , , , , | 11 Comments

Action Items to Make You Sleep Better

Describes a practical tool for identifying issues in a strategic initiative, and explains how the tension can spark creative ideas. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Strategy Coaching and Facilitation, Useful Practices & Management Tools | 3 Comments

How to Use the “What About” Technique

Explains practices for managing issues and overcoming ambiguity: “what about,” nominal group technique, RADIO classification scheme. Continue reading

Posted in Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged , , , , , , , | 11 Comments