Tag Archives: strategic initiatives

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 , , , , , , , , , | 12 Comments

How to Improve Strategic-Operational Collaboration

You can build support for strategy by understanding and using the strategy-operations polarity map.First, you acknowledge the values of the operational perspective (e.g., it gets results) and the downsides of strategy (it consumes time). Then, you can introduce some of the benefits of strategy work. This article will help the strategic initiative leader assure that the initiative does not flounder. Continue reading

Posted in Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Strategy, Ambiguity, and Strong-Minded Thinking, Transforming the Organization | Tagged , , , , , , , , , , , , | 6 Comments

Strategy-as-Story: The ABCDE Model

This tip for strategy and story telling (third in a series) describes the ABCDE model (assess, baseline, components, delivery, evaluation). It explains that strategic initiatives are chartered in the C to D steps. It also provides four useful questions that help gain strategic perspective: Where are we at? Where do we want to be? How will we get there? How will we evaluate ourselves? It also provides an example story that illustrates the principles. Continue reading

Posted in How to Improve Your Story Telling Chops, Strategic Planning Issues for Strategic Initiatives | Tagged , , , , , , , , , , | 2 Comments

A Master List of Questions for Strategic Initiatives

More than 80 good questions for leaders of strategic initiatives, provided by Greg Githens, who notes that “leaders lead by asking questions.” These questions are categorized: strategic path finding; betterment of risk, issues, and decisions; and elaborating requirements, solution design, and value propositions. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Useful Practices & Management Tools | Tagged , , , , , , , | 3 Comments

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

Posted in Program & Portfolio Management, Success Principles for Strategic Initiatives | Tagged , , , , , , , , | 7 Comments

How to Be Strong Minded (3 Capabilities and 5 Tips for Strategic Thinking)

Strong minds produce strong ideas. Strong minds do not fail. Strong minded thinkers have three competencies: 1) they are good a probing and sensing, 2) they imagine the logical future consequences of decisions and actions, and 3) they look for opportunities to apply ingenuity. The article provides practical questions that will help the reader develop these competencies. The article also provides five tips for robustness: avoid mistakes, develop emotional resiliency, reflect, and generate alternative solutions. Continue reading

Posted in Strategy, Ambiguity, and Strong-Minded Thinking | Tagged , , , , , , , , , , , | 7 Comments

Why Your Organization Will Perform Better With Fewer Strategic Initiatives: Six Bits Evidence

Companies that have fewer strategic initiatives more likely to be at the top of their industry. Why? The discipline and focus of strategic choice! Too many projects and initiatives tend to cause fire fighting, distraction, frustration, etc. This article will provide you with examples and good talking points for maintaining focus on the “vital few” strategies rather than the trivial many. Continue reading

Posted in Program & Portfolio Management, Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives | Tagged , , , , , , , | 4 Comments