Tag Archives: ambiguity

Eight Distinctions between Portfolio Management & Program Management

This article clarifies the differences between program management, portfolio management, and program management along 8 dimensions: purpose, temporal nature, aggregation, strategic alignment, success criteria, risk, decisions, & competencies. Greg Githens explains four implications for leaders of strategic initiatives: meaning of strategic alignment, number of strategic initiatives in the portfolio, strategic initiatives as programs, and immature standards. The leader applies strategic thinking to do that. Continue reading

Posted in Program & Portfolio Management, Strategic Planning Issues for Strategic Initiatives | Tagged , , , , , , , , , , , , , , , , , , | 12 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

L.I.D.S – The Four Leadership Roles of the Strategic Program Manager

Stories, Learning, Integration, and Decisions are keys to good leadership of strategic initiatives. Greg Githens explains that the leader is the Chief of each. Individually and collectively these program manager roles provide a framework for strategy execution.

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Posted in Competencies of Strategic Initiative Leaders, Interpreting Strategy Documents, Useful Practices & Management Tools | Tagged , , , , , , , , , | 13 Comments

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

Growth as a Strategic Initiative

Companies are shifting into a growth mode and we will see more strategic initiatives that emphasize a blend of incremental, platform and radical transformation. The drivers of growth may be strategy innovation, product innovation, or process innovation. It may be organic or inorganic growth, with use of open innovation straddling the two. The leader will need to develop an understanding of what growth means, and apply the described techniques for structuring a strategic initiative to gain growth. Continue reading

Posted in Examples of Strategic Initiatives, Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Transforming the Organization | Tagged , , , , , , , , , , , , , , , , , , , , , , , | 7 Comments

Strategic Thinking (Part 2): Framing Decisions with the Four Types of Ambiguity

Good strategic thinkers are strong minded; they cope effectively with ambiguous information. This article explains how to recognize the four types of goal ambiguity (methods, metrics, priorities, and outcomes). The strategic initiative leader needs to frame decisions to cope with this ambiguity. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Strategy, Ambiguity, and Strong-Minded Thinking | Tagged , , , , , , , , , , , , , , , , | 8 Comments

Strategic Thinking (Part 1): A Fight with Ambiguity

Strategic thinking is necessary for execution, as well as strategy formulation. Ambiguity (multiple meanings) is at the heart of strategy, so the Strategic Initiative leader’s top priority is to recognize ambiguity, clarify metrics, and develop sensible action plans. Greg Githens explains how they find the balance of patience and action. Their skillful conversation fosters understanding and gain commitment. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Interpreting Strategy Documents, Strategy, Ambiguity, and Strong-Minded Thinking | Tagged , , , , , , , , , , , , , , , , | 26 Comments