Category Archives: Useful Practices & Management Tools

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

Strategic Experiments & Agile Responses

Most strategic initiatives involve complex environments. The emergent nature of complexity means that the use of experimentation is essential to progress. A good strategic initiatives design is one of experimenting, testing a hypothesis, and expecting emerging solutions. You want to … Continue reading

Posted in Ambiguity and Strong-Minded Thinking, Competencies of Strategic Initiative Leaders, Useful Practices & Management Tools | 1 Comment

Five Must-Know Patterns of Disruption

Strategic initiatives are game-changing programs, thus either defend against or create disruption. Five patterns: 1. You’re either an incumbent or a disruptor. 2. Incumbents are disrupted when their attention is elsewhere. 3. Disruptive innovators have open minds and open objectives. 4. A disruption life cycle exists. 5. The strategic initiative leader and team have important responsibilities.
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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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Posted in Competencies of Strategic Initiative Leaders, Incremental Benefits Delivery, Useful Practices & Management Tools | Tagged , , , , , , , | Leave a comment

Four Recommendations for Effective Program Governance

This article discusses good design of program governance, tailored to the special case of strategic initiatives. It identifies three common mistakes, and then four recommendations. The recommendations are: 1) People respect what you inspect, 2) Allow for mistakes, 3) You want to selectively impose policy, and 4) Design so that the organization is concentrating on the decisive aspects of the strategy. The article concludes with few remarks on striking a balance between conflicting needs such as strategy and risk management.
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Posted in Program & Portfolio Management, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , | Leave a comment

Five Ways to Involve Smart New Voices in the Strategy & Agile Innovation Conversation

Organizations need to include new, smart voices in their strategy development and in their strategic initiatives. The author provides five suggestions: Engage, Listen, Tweet, Encourage Disruptive Thinking, Learn
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Facilitating the Business Model Canvas: A Few Lessons Learned (Part 1)

This short article describes some lessons learned by the author in facilitating the Business Model Canvas. He recommends providing clear and relevant examples and providing plenty of time. It is also important to set up the benefits to the individuals and the organization in using this useful tool.
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Posted in Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged , , , | 3 Comments

Designing Strategic Initiatives for Results: The Two Kinds of Coherence

A leader of a strategic initiative should be asking this question, How can I recognize and increase the coherence and integrity of my strategic initiative? The article describes the concept of coherence and explains that there is narrative coherence and design coherence. The author advises starting with narrative coherence and look at the elements of storytelling to find a tension between two forces and then articulating possible futures, as the strategic initiative is an attempt to navigate the organization towards that new future. Look to identify, historically, how constraints were addressed. Finally, a function of leadership is to impose design onto an organization by persuasion or by more formal authority mechanisms.
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