Category Archives: Useful Practices & Management Tools

Practical idea that will help you lead a strategic initiative team.

Five tips for speaking truth to power

Leadership involves exposing people to new facets of reality and sometimes the facts are presented bluntly. Unsurprisingly, hearing the words “you’re wrong” provokes a defensive reaction. Speaking truth to power can be dangerous, and many people have experienced the truth … Continue reading

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Better Conversations Generate Better Strategy

There is strong evidence that conversation is ofttimes a turning point for strategy. Billy Beane’s conversation with Sandy Alderman pointed towards an unorthodox logic that evolved into the underpinnings of the Moneyball strategy. Lou Gerstner’s meeting with Dennie Welsh led … Continue reading

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Insights Are the Secret Sauce of Strategy

The future is an essential navigational beacon of strategic thinking. The navigational beacon of insights is just as important. The IBM turnaround is an excellent example of what one insight can do. Gerstner [IBM’s CEO] declared that the services strategy … Continue reading

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How a Strategic Decision Differs From a Tactical Decision

As I mentioned in the first chapter, people often use the adjective strategic rhetorically to signify importance. An example is that many people use the adjective strategic to contrast with tactical. The best explanation is that the strategic level is analogous to the brain and the tactical level is analogous … Continue reading

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Unlearning, learning, and a culture of strategic thinking

Organizational culture is relevant to both strategy and operations. Most agree that culture includes a set of shared values (about what is good and bad), beliefs (about the relationships of cause and effect), and assumptions (about the things that can … Continue reading

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How Mapping Can Improve Your Strategic Thinking

It’s an inconvenient truth that many executives are lost, unable to grasp the essential concepts of strategy, crafting it, or conveying it to others.[i] In addition to orientation, maps help you frame and answer questions like these: ·       Where could I go? … Continue reading

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How to Measure Business Acumen

The Society for Human Resource Management (SHRM) finds that business acumen trails only leadership and ethics as an essential executive quality. Unfortunately, it is a gauzy and subjective buzzword. I propose a simple evaluation for business acumen. Imagine that an … Continue reading

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