Category Archives: Useful Practices & Management Tools

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

A Powerful Idea for Your Strategic Initiative: Program = Brand = Trust

Posted on January 31, 2012 by Greg Githens

This practical article establishes the idea that brand positioning is a useful complement to strategic initiative program communications. Develop the program brand and you develop trust. Continue reading →

Posted in Incremental Benefits Delivery, Useful Practices & Management Tools | Tagged , , , , , , | 4 Comments

A Master List of Questions for Strategic Initiatives

Posted on December 6, 2011 by Greg Githens

More than 80 good questions for leaders of strategic initiatives, provided by Greg Githens, who notes that “leaders lead by asking questions.” These questions are categorized: strategic path finding; betterment of risk, issues, and decisions; and elaborating requirements, solution design, and value propositions. Continue reading →

Posted in Competencies of Strategic Initiative Leaders, Useful Practices & Management Tools | Tagged , , , , , , , | 3 Comments

Contrast the Pain and the Gain: How to Use Benefits to Sell and Motivate

Posted on October 31, 2011 by Greg Githens

You can improve your benefits propositions and get more stakeholder commitment by contrasting the pain and the gain. Three example benefits propositions are provided. Also, the value of asking, “Who has the pain?” and “Besides yourself, who has the pain?” Continue reading →

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How to Build Consensus in the Strategic Initiatives Team

Posted on October 25, 2011 by Greg Githens

Consensus is a vital skill for strategic initiatives. Consensus means that there is 100% agreement to support the IMPLEMENTATION of the decision. Greg Githens explains the two necessary factors for achieving consensus (define the team and have a visible signal) and describes a personal experience in helping an IT group reach agreement on requirements. Continue reading →

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A Template for Strategic Objectives (Benefits Propositions, Part 3): A.D.V.I.C.E. & Business Drivers

Posted on October 20, 2011 by Greg Githens

This article explains how to write a strategic objective with a verb that addresses a business driver. The ADVICE acronym is provided for the verbs. Several examples of strategic objectives are provides. Part of a series on benefits propositions for strategic initiatives. Continue reading →

Posted in Incremental Benefits Delivery, Program & Portfolio Management, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , | 5 Comments

Three Templates: Strategic Initiative Benefit Propositions (Part 2)

Posted on October 10, 2011 by Greg Githens

How to write benefits propositions by stating “Because of ___” and “you will___.” Greg Githens calls the three templates direct mail, brag, and experiences. He provides an interesting graphic that displays the tradeoffs of benefits where the claims (brag) style is more objective and economic and the experience style develops more profound commitment to the strategic initiative. Continue reading →

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

Posted on October 4, 2011 by Greg Githens

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

Use the As-Is-&-To-Be Table to Clarify Strategic Initiative Vision

Posted on September 30, 2011 by Greg Githens

This is a practical technique for strategic initiative vision, similar to gap analysis. It includes a case example of how Greg Githens used it to help a COO and team structure a floundering strategic initiative for better performance. He advises more effort on the To Be visioning and addressing ambiguity. He cautions about the risk of analysis paralysis. This article can help managers involved in strategy formulation and strategy execution. Continue reading →

Posted in Examples of Strategic Initiatives, Interpreting Strategy Documents, Transforming the Organization, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , , , , , , , , , , , | 12 Comments

Fast and Effective Decisions Drive the Strategic Initiative

Posted on September 17, 2011 by Greg Githens

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

Interpreting Vague Strategy: The Compact Approach

Posted on August 30, 2011 by Greg Githens

Strategic initiatives are often launched with a vague directive. Ask these three questions: What are the mistakes I must not make? What are the mistakes that others must not make? What resources do I have to deal with the unexpected. Greg Githens calls this the Compact Approach to Strategy. Continue reading →

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