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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
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- Five tips for speaking truth to power
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- Insights Are the Secret Sauce of Strategy
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- 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
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- 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
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- 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
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Tag Archives: Project Management Institute
B.A.R.E.D. – Five Domains for Program Management Performance
Program management performance domains can be understood as B.A.R.E.D: Benefits, Alignment, Roadmapping, Engagement, and Decisions. The article illustrates how BARED is applied in Wal-Mart’s strategic initiative for sustainable operations in China. Continue reading
Strategic Initiative Case Study: Intel’s Product Development Turnaround
Organizations need to mature new product development processes, product life cycle processes, and other processes. The article describes Intel and its product development framework. The first case study failed to deliver benefits, in part because the team tried to make the organization comply and conform to a model. It requires skill to navigate and change culture. The second case was successful, in part because the CEO made it clear he was unhappy with product quality. The article lists numerous lessons learned for strategic initiatives. Continue reading
A Concise Guide to the Differences between Programs and Projects
Provides two valuable tables of distinctions between programs and projects, and 3 PMI Knowledge Areas that are unique to program management. All strategic initiatives are programs, but not all programs are strategic initiatives. This is the most popular page on the Leadings Strategic Initiatives blog. Continue reading
Posted in Program & Portfolio Management, Success Principles for Strategic Initiatives
Tagged A Guide to the Project Management Body of Knowledge, program management, Project, Project management, Project Management Institute, Project manager, Stakeholder management, Strategic initiative, Strategic management, strategic thinking, strategy execution
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