Tag Archives: Leadership

How to Be Strong Minded (3 Capabilities and 5 Tips for Strategic Thinking)

Strong minds produce strong ideas. Strong minds do not fail. Strong minded thinkers have three competencies: 1) they are good a probing and sensing, 2) they imagine the logical future consequences of decisions and actions, and 3) they look for opportunities to apply ingenuity. The article provides practical questions that will help the reader develop these competencies. The article also provides five tips for robustness: avoid mistakes, develop emotional resiliency, reflect, and generate alternative solutions. Continue reading

Posted in Strategy, Ambiguity, and Strong-Minded Thinking | Tagged , , , , , , , , , , , | 7 Comments

Strategic Initiative Case Study: Delivering Large Cost Savings in Healthcare IT Infrastructure

How a manager saw an opportunity to align his work with executive vision for IT cost savings, and drove significant benefits through a large healthcare organization. Summarizes value of elevator speech, key actions, team building, managing around a boss, and incremental benefits delivery. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Examples of Strategic Initiatives, Transforming the Organization | Tagged , , , , , , , , , , , , , | 4 Comments

What’s Scary, Weird, Stupid, or Hard? A Tip for Improving your Story Telling

The strategic initiative leader is the chief story teller. Stories have turning points that resolves tension. Humor can help with tension resolution. By identifying what is scary, weird, stupid, and hard, the leader can find humor. Includes application of the four areas to Domino’s Pizza Turnaround strategic initiative case.This tip is the first of the “How to Improve Your Story Telling Chops” series. Continue reading

Posted in How to Improve Your Story Telling Chops | Tagged , , , , , , , , , , , | 5 Comments

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