Tag Archives: Competencies of Strategic Initiative Leaders

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

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Five Things SI Leaders Need to Know about Innovation

Leaders use the word innovation frequently, but often it’s a buzzword. Innovation is not the same thing as invention or as creativity. Innovations do not sell themselves. It is a gross exaggeration to declare that people “resist change.” Innovation involves choices and decisions. Leaders help others cross the chasm. Greg Githens explains the TACOS criteria for speeding the adoption of an innovation. http://wp.me/pZCkk-fH Continue reading

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“Make it Happen” — More Tips for Developing Buy In for your Strategic Initiative

“I know that I should be a person that makes it happen for this strategic initiative,” confided Steve, “but, when I consider the risks and obstacles, the best I can do it help the strategic initiative along.” Greg Githens defines true commitment and explains how it is different from enrollment or compliance. He provides leadership tips for building commitment. Continue reading

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How to Secure Buy In for Your Strategic Initiative

Greg Githens explains that commitment – or “buy in” – means people accept and support a specific concept or course of action. He explains how to advocate benefits to stakeholders. Benefits are of two types: emotive (soft) and economic. The secret sauce is to establish the emotive benefits first, which serves to motivate stakeholders and buys time for acquiring economic benefits. Continue reading

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How to Energize Strategic Initiatives with Outcomes

Performance outcomes are time-based trends that serve to crystallize the strategic vision. This “how to execute strategy article” explains that the strategic initiative team builds a cause-effect model. Applying its model, the team develops the strategies that lead to the desired improvement in performance outcomes. Helpful tips are provided. Continue reading

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Strategic Initiatives Drive Growth and Innovation in the Travel Industry

Competitive industries – for example the travel industry – use strategic initiatives to create competitive advantage. Greg Githens explains that there are 5 important tasks for leaders of strategic initiatives to create growth through innovation: understanding the brand promise, understanding the voice of the customer, effectively leveraging business intelligence, establishing appropriate success metrics, and driving effective and fast decisions. One example is how Vancouver’s port made it easier for US citizens to clear customs for cruise ships. A second example is how Hilton is innovating in its design of hotel business lounges. A third example for Marriott hotel’s bedding initiative. Continue reading

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Leadership: A Tool for Strategic Initiatives

Explains how leadership functions to accomplish strategic initiatives and their stretch goals, multiple views, ambiguity, and accountability. Continue reading

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Strategic Initiatives Case Study – Domino’s Pizza Turnaround

Provides detail on Domino’s Pizza turnaround strategic initiative, with 7 leadership lessons. Continue reading

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How to Use the “What About” Technique

Explains practices for managing issues and overcoming ambiguity: “what about,” nominal group technique, RADIO classification scheme. Continue reading

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Six Leadership Traits

Academic research points to six things that characterize the leader of a strategic initiative. They foster alignment and create commitment. Also, interesting point that determined individuals make more of a difference than “organizational process.” Continue reading

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