Tag Archives: Strategic initiative

That’s the Fact, Jack: Data Drive Strategic Initiatives

A strategic initiative is more likely to be successful if there is an accessible record of facts, data, and patterns. Domino’s Pizza and Google are discussed as two good examples where data support a valid, useful diagnosis and narrative for the strategic initiative. By contrast, a failed initiative at Cooper Tire failed to convince middle managers. Because stakeholders often don’t agree on strategic direction, the leader can use tools like the ladder of inference and White Hat thinking to get facts and connect them to strategy. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , | 4 Comments

Apple versus Samsung: Three Lessons for Strategic Initiative Leaders

Here are three lessons for strategic initiative leaders drawn from analysis of the Samsung Apple iPhone patent infringement verdict. 1. Tell the better story. 2. Make better strategic bets. 3. Value originality. Continue reading

Posted in How to Improve Your Story Telling Chops, Success Principles for Strategic Initiatives | Tagged , , , , , , , | 1 Comment

Four Things Strategic Initiative Leaders Need to Know About Requirements

Requirements capture and management is critical to the success of a strategic initiative. Leaders need to know: 1. It is some of the hardest work, 2. Requirements are a concept that is distinct from solution design, 3. Capturing requirements requires structure, 4. Integrate requirements into program governance. Continue reading

Posted in Program & Portfolio Management, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , | 6 Comments

The “Call to Action:” A Useful Leadership Tool

A strategic initiative is a rejection of the status quo and with a movement towards a new vision. A call to action is a request to the audience that describes specific actions and the rationale for taking those actions. A well-constructed call to action helps people grasp a vision, contrast it with the status quo, and make a choice about their response.You will always get better support for a strategic initiative if the call for action is presented as a choice, and not a commandment. The article references several practical tools,and addresses the issue of the refusal of a call to action. Continue reading

Posted in How to Improve Your Story Telling Chops, Transforming the Organization, Useful Practices & Management Tools | Tagged , , | 2 Comments

Strategic Initiative Steering Teams: A Sharp or Dull Blade?

Steering teams can be useful program management governance tools. When sharp, strategic initiative steering teams facilitate strategy by improving the characterization of the problem or opportunity, improve understanding of the solution, supply resources, and assist in championing. When dull, they waste time and dumb down the strategic results. This article provides useful perspective for the strategic initiative leader to consider the need for a steering team, and their relationship to members of the team. The article also links to useful “how to” advice for strategic initiatives. Continue reading

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The Job of the Program Manager is to…..

Strategic initiatives are programs led by very capable individuals. In a nutshell, the job of the program manager is to look outward and upward, conveying messages to stakeholders about the stakeholder receiving benefits. The program offers these benefits in exchange for the stakeholder’s commitment to the program. The article explores some of the nuances of this position, and provides helpful links to other content relevant to the competencies of program managers. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Program & Portfolio Management | Tagged , , , , , , , , | 7 Comments

Use the Prospective Hindsight Technique to Improve Your Vision Statements and Story Telling

The practical technique of prospective hindsight – on both the disaster scenario and the delight scenario – will help your strategic initiative team identify risks and think more strategically about turning the vision the vision into results. The difference between a prospective story and retrospective story is also discussed. Continue reading

Posted in How to Improve Your Story Telling Chops, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged , , , , | 2 Comments

How to Develop Completion Criteria and Success Metrics

Two important strategic initiative questions are “What does done look like?” and “How will you know if you were successful?” Greg Githens provides a helpful “how to” article for answering those questions, using a project that was part of a growth playbook strategic initiative. Continue reading

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Ask Informed Questions

Informed questions are grounded in existing relevant knowledge, and help to expand strategic knowledge. The article explains preparation (including useful questions for reflection) and the discovery phase of a strategic initiative. Greg Githens briefly explains two examples: the “One Company” strategic initiative and a company that is facing growth pains. Continue reading

Posted in Examples of Strategic Initiatives, Strategic Planning Issues for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , | 1 Comment

How to Identify Strategic Assumptions

Strategic assumptions are an important tool for establishing and controlling a strategic initiative. The assumptions fall into four categories: marketing, organizational, technological, and resources. An examples of a team that failed to examine strategic assumptions is discussed. Continue reading

Posted in Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged , , , , , , | 4 Comments