Tag Archives: Competencies of Strategic Initiative Leaders

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

Three Tips for Leading Strategic Alliances

Strategic alliances are a growing subset of strategic initiatives. A Strategic Alliance is a relationship between two or more parties where they collaborate to capture an opportunity or extend their reach into complementary areas. Author and consultant Greg Githens has participated in many strategic alliances, both as a leader and as a consultant and offers three tips that will increase the probability of success. Tip #1 – Meet in Person, Frequently. Tip #2 – Find and Articulate Strategic Insights. Tip #3 – Explicitly discuss risks, risk tolerances and risk response strategies. Continue reading

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

Use Small Wins to Attract Allies To Your Strategic Initiative (and Overcome Shabby Thinking)

Organizations often use strategic initiatives as a tool for improving operations. The success rate for these process-improvement initiatives is about 1 in 3. I find it best to think of tool and process deployment as a social process of adopting an innovation. The bottoms-up approach of small wins is a useful alternative to autocratic approaches. A small win, defined by Karl Weick, is a “series of concrete, complete outcomes of moderate importance that build a pattern that attracts allies and deters opponents.” An example is provided, with the leadership lessons of defining benefits, being authentic, generating trust, and encouraging experimentation.

The word “opponent” is a bit of an overstatement for most internal change efforts.The opponent is often not a person, it is a ill-defined ideology. Recommendations: Base your conclusions on good evidence, not gut feelings. Don’t let half-truths go unchallenged; over time they become accepted truth. Continue reading

Posted in Strategy, Ambiguity, and Strong-Minded Thinking, Success Principles for Strategic Initiatives, Transforming the Organization, Useful Practices & Management Tools | Tagged , , , , , , | 4 Comments

A Master List of Questions for Strategic Initiatives

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

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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

Use the Columbo Question to Get Strategic Information

In the inquiry mode of leadership, questions help to set strategic direction and discover requirements and intentions. Greg Githens explains that the last question in an interview is, “Is there any question that I should have asked that I haven’t asked.” Continue reading

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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