Tag Archives: Business model

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

The “Call to Action:” A Useful Leadership Tool

A strategic initiative is a rejection of the status quo and with a movement towards a new vision. A call to action is a request to the audience that describes specific actions and the rationale for taking those actions. A well-constructed call to action helps people grasp a vision, contrast it with the status quo, and make a choice about their response.You will always get better support for a strategic initiative if the call for action is presented as a choice, and not a commandment. The article references several practical tools,and addresses the issue of the refusal of a call to action. Continue reading

Posted in How to Improve Your Story Telling Chops, Transforming the Organization, Useful Practices & Management Tools | Tagged , , | 2 Comments

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

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

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

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

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

A Guide to the Three Types of Strategy and Business Model Scope

Strategic initiatives arise to support three types of strategies. Corporate strategies have to do with market selection. Business strategies have to do with competing within a business model. Functional strategies have to do with effective specialization. Each interact with the business model’s value proposition. Continue reading

Posted in Examples of Strategic Initiatives, Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives | Tagged , , , , , , , , , , , , , , , , , , , , , | 15 Comments