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Greg Githens is the author of How to Think Strategically (2019). He is a recognized thought leader in designing and delivering strategic initiatives.-
Read these recent articles
- The Skills Stack for Resilience
- Five tips for speaking truth to power
- Better Conversations Generate Better Strategy
- Insights Are the Secret Sauce of Strategy
- How a Strategic Decision Differs From a Tactical Decision
- Unlearning, learning, and a culture of strategic thinking
- How Mapping Can Improve Your Strategic Thinking
- How to Measure Business Acumen
- Strategy Execution as a Learning Process
- Why I favor a mental stance of disorder
- Critical Asking
- Transcending the Status Quo
- Connecting Strategy to Execution
- Complexity: Four Principles for Program Managers
- Use the PAVER Framework to Assure Strategic Commitments
- Strategic Experiments & Agile Responses
- Avoiding Four Pitfalls of Rapid Growth
- Operational Excellence or Strategic Excellence?
- Design Thinking: Five Landmarks for Strategic Initiatives
- Seven Must-Do’s for Better Strategy Execution
- Strategy as Problem Solving: An Example from a Large Technology Organization.
- Five Mental Anchors that Impede Your Strategic Initiative
- Five Must-Know Patterns of Disruption
- Beginners Guide: Competent Strategic Initiatives
- Volatility, Uncertainty, Complexity, & Ambiguity (VUCA)
- Four Recommendations for Effective Program Governance
- Six Strategic Thinking Skills: Developing the Proactiveness Habit
- What’s the #Strategy? Let Me Tell You a #Story
- Benefits of Being a Visible Expert
- Strategy is Not Long-Range Planning, Vision, Mission, or Values
- Five Ways to Involve Smart New Voices in the Strategy & Agile Innovation Conversation
- Is it Possible to Have a Perfect Strategy?
- Facilitating the Business Model Canvas: A Few Lessons Learned (Part 1)
- Designing Strategic Initiatives for Results: The Two Kinds of Coherence
- Perspective is More Powerful than Vision
- The Real Reason Strategy Implementation is Difficult (and the Solution to It)
- Grasping Essentials When You’re NOT the Expert
Talk to the Expert
Need a strategic planning facilitator, implementation coach, neutral mediator, workshop, seminar, or hands-on program manager? Greg Githens provides coaching, workshops, hands-on, and more. Contact him at GregoryDGithens@cs.com or 419.424.1164Categories
- Ambiguity and Strong-Minded Thinking
- Competencies of Strategic Initiative Leaders
- Examples of Strategic Initiatives
- How to Improve Your Story Telling Chops
- Incremental Benefits Delivery
- Interpreting Strategy Documents
- Program & Portfolio Management
- Strategic Planning Issues for Strategic Initiatives
- Strategy
- Strategy Coaching and Facilitation
- Strategy, Ambiguity, and Strong-Minded Thinking
- Success Principles for Strategic Initiatives
- Transforming the Organization
- Uncategorized
- Useful Practices & Management Tools
Tag Archives: change the business
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.
http://wp.me/pZCkk-11K Continue reading
Posted in Useful Practices & Management Tools
Tagged change the business, disruptive thinking
1 Comment
HSBC’s Powerful Idea: Separate “Change the Business” from “Run the Business”
Strategic initiatives are intended to change the business, but have to compete with run the business imperatives for resources. HSBC has a simple powerful concept for portfolio prioritization: it’s either run the business or change the business. Greg Githens explains the concept, and covers three lessons for leaders of strategic initiatives: use this as a first cut, pay attention to the follow-the-money story, and think more deeply about the question, What is strategic alignment? http://wp.me/pZCkk-z6 Continue reading
Interpreting Strategy Documents: A Key Skill for Implementation
Strategy fails in part because strategy formulation documents must be interpreted as they are implemented. The article provides practical ideas for clarifying strategic concepts and assure that strategy implementation is successful. http://wp.me/pZCkk-7R Continue reading
Posted in Examples of Strategic Initiatives, Interpreting Strategy Documents, Program & Portfolio Management, Strategic Planning Issues for Strategic Initiatives, Useful Practices & Management Tools
Tagged ambiguity, change the business, Concept map, HSBC, management tools, portfolio, run the business, Strategic initiative, Strategic management, Strategic Planning Issues for Strategic Initiatives, strategy execution, strategy formulation, strategy implementation readiness assessment
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Leading Strategic Initiatives 