Tag Archives: Stakeholder (corporate)

The Real Reason Strategy Implementation is Difficult (and the Solution to It)

There are two people-related problems that cause poor strategy execution: stakeholders lack a mutual understanding of the nature of the situation & the organization’s social and emotional environment is not supportive for individuals to step outside of their comfort zone. To overcome, use the concepts of dialogue and deliberation, following the analogy of jury duty. An effective jury reaches consensus. Similarly, and effective strategy is one that reaches consensus; that is, people agree to support the implementation. Continue reading

Posted in Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged , , , , , , , | 3 Comments

Path Finding and Way Finding

Path finding for a strategic initiative is composed of the activities of pattern searching, sense making, and nudging. It is a straightforward method for addressing strategic complexity. Greg Githens first provides the analogy of path finding through a forest, and then briefly illustrates with examples from Google, Wal-Mart, and Domino’s Pizza. Please provide comments. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , , , | 6 Comments

Advice for Strategic Initiative Charters

Strategic initiative charters are different than typical project and program charters that are expecting a pre-determined result. Greg Githens explains the functions of strategic initiative charter. He provides practical advise such as the “two page” rule and outlines 12 elements that should be found in a strategic initiative charter. Continue reading

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives | Tagged , , , , , , , , , | 13 Comments

Contrast the Pain and the Gain: How to Use Benefits to Sell and Motivate

You can improve your benefits propositions and get more stakeholder commitment by contrasting the pain and the gain. Three example benefits propositions are provided. Also, the value of asking, “Who has the pain?” and “Besides yourself, who has the pain?” Continue reading

Posted in Incremental Benefits Delivery, Useful Practices & Management Tools | Tagged , , , , , | 5 Comments

A Template for Strategic Objectives (Benefits Propositions, Part 3): A.D.V.I.C.E. & Business Drivers

This article explains how to write a strategic objective with a verb that addresses a business driver. The ADVICE acronym is provided for the verbs. Several examples of strategic objectives are provides. Part of a series on benefits propositions for strategic initiatives. Continue reading

Posted in Incremental Benefits Delivery, Program & Portfolio Management, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , | 5 Comments

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