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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
- Unlocking Strategic Thinking for Business Success – A Summit for Leaders and High Performers (Free)
- 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)
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: Project portfolio management
S.T.I.C.C. – A Useful Communication Tool for Critical Situations
Situation, Task, Intent, Concerns, Calibrate (STICC) is a useful communication template for situations where time pressures and mistakes can lead to grave consequences. The article uses an example of prioritizing a set of strategic projects, considering each piece of the STICC message. Continue reading
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 ambiguity, Business, differences project program portfolio, governance, Greg Githens, Leadership, Management, portfolio management, program management, Project, Project management, Project portfolio management, risk diversification, strategic alignment, Strategic initiative, Strategic management, strategic thinking, strategy execution, strategy formulation
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