Tag Archives: Business

Pillars of Strategic Initiative Success

Greg Githens explains that good strategy, strong commitment, and strategic planning and thinking are the strategic pillars for success with strategic initiatives. Continue reading

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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

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

A Practical Tool for Gaining Program Management Insights

Greg Githens describes the SIMple model (SIM = Strategy, Inquiry, Metrics) as a tool for framing key issues in a strategic initiative. He recommends starting with inquiry and metrics, and using that to evaluate and refine the program strategy. Continue reading

Posted in Program & Portfolio Management, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , , | Leave a comment

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