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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
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- Useful Practices & Management Tools
Tag Archives: Strategic initiative
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
Strategic Initiatives | Are You Ready to Implement?
Readiness to implement strategy is achieved when the physical resources are in place and there is a will to take action. A strategic initiative should formally assess readiness by either of two methods: self-audit or use of an outside resource. Leaders are advised to recognize and avoid the causes of failure: poor requirements, poor communications, and inadequate resources. The article also includes a set of do’s and don’t for strategic initiatives. http://wp.me/pZCkk-G1 Continue reading
The Strategic Initiative Leader: The #1 Success Factor!
Greg Githens relates his advice to a CEO determined to succeed at a strategic initiative: recruit a capable program manager. He explains that the capable person provides leverage: for example, shaping and influencing the vision and strategy, managing interfaces with other groups, attracting/negotiating resources, etc. He explains the competencies and characteristics of a strategic initiative program manager; they have strengths in strategic thinking, matched by use of leadership skills, determination, and a commitment to a vision. Continue reading
Posted in Competencies of Strategic Initiative Leaders, Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives
Tagged Chief information officer, Critical thinking, program management, Program Manager, Strategic initiative, Strategic management, strategic thinking
7 Comments
Strategic Initiatives | Executive Sponsor Roles, Power, & Politics
Strategic initiatives differ from strategic projects and programs. One difference is in the way that the executive sponsor and program manager develop partnerships for four functions (energizing and guiding decisions, clarifying direction, providing a sense of balance, network building). Importantly, power (influence over scarce resources) and politics (desire to gain power) are essential competencies. Continue reading
Know The “Follow-The-Money” Story. How was Your Strategic Initiative Funded?
The leader of a strategic initiative needs to know about the investors and their performance expectations. Using the famous line from the movie, All The President’s Men, Greg Githens provides some practical leadership advice for understanding the funding of a strategic initiative. Continue reading
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 ambiguity, Decision making, Pathfinding, Project management, Stakeholder (corporate), Strategic initiative, Strategic management, strategic thinking, strategy execution
6 Comments
A Powerful Idea for Your Strategic Initiative: Program = Brand = Trust
This practical article establishes the idea that brand positioning is a useful complement to strategic initiative program communications. Develop the program brand and you develop trust. Continue reading
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
HSBC’s Powerful Idea: Separate “Change the Business” from “Run the Business”
Strategic initiatives are intended to change the business, but have to compete with run the business imperatives for resources. HSBC has a simple powerful concept for portfolio prioritization: it’s either run the business or change the business. Greg Githens explains the concept, and covers three lessons for leaders of strategic initiatives: use this as a first cut, pay attention to the follow-the-money story, and think more deeply about the question, What is strategic alignment? http://wp.me/pZCkk-z6 Continue reading
Leading Strategic Initiatives 