Tag Archives: strategic initiatives

Three Templates: Strategic Initiative Benefit Propositions (Part 2)

Posted on October 10, 2011 by Greg Githens

How to write benefits propositions by stating “Because of ___” and “you will___.” Greg Githens calls the three templates direct mail, brag, and experiences. He provides an interesting graphic that displays the tradeoffs of benefits where the claims (brag) style is more objective and economic and the experience style develops more profound commitment to the strategic initiative. Continue reading →

Posted in Incremental Benefits Delivery, Useful Practices & Management Tools | Tagged benefits proposition, buy in, claims, commitment, Decision making, economic benefits, emotive benefits, experience, program management, strategic initiatives, Strategic management, templates, value proposition | 7 Comments

Strategic Initiative Benefit Propositions (Part 1): Identifying the Duties of Internal Stakeholders

Posted on October 4, 2011 by Greg Githens

Strategic initiatives deliver benefits to important stakeholders. This article explains how to identify benefits sought by internal stakeholders (CFO, CIO, and Treasury Managers as examples). Greg Githens explains that you should look at the individual’s job duties with respect to organizational performance and success. Understanding their duties can help the strategic initiative leader craft messages that increase acceptance for the vision and for the strategy. Continue reading →

Posted in Incremental Benefits Delivery, Program & Portfolio Management, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged benefits, benefits identification, benefits realization, Business model, CFO, CIO, duty, economic benefits, program management, Project management, strategic initiatives | 11 Comments

Use the As-Is-&-To-Be Table to Clarify Strategic Initiative Vision

Posted on September 30, 2011 by Greg Githens

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 ambiguity, analysis paralysis, as is, best practices, blueprint, Business model, change management, Chief operating officer, Competencies of Strategic Initiative Leaders, future state, gap analysis, management tools, process, program management, questions, re-engineering, Stakeholder (corporate), strategic initiatives, Strategic planning, strategy formulation, to be, transformation, vision | 12 Comments

Resolving Ambiguity and Uncertainty (Strategic Thinking – Part 4)

Posted on September 22, 2011 by Greg Githens

Strategic initiatives leaders must understand the difference between ambiguity and uncertainty. Uncertainty deals with explicit questions, whereas ambiguity raises the point, “Are we asking the right questions?” Both are useful concepts, and strategic thinkers have tools (most importantly, questions) for dealing with both. This article continues a series on strategic thinking. Continue reading →

Posted in Competencies of Strategic Initiative Leaders, Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives | Tagged ambiguity, analysis paralysis, cone of uncertainty, Decision making, explicit model, fast decisions, Motorola, risk management, Strategic initiative, strategic initiatives, Strategic Planning Issues for Strategic Initiatives, strategic thinking, uncertainty | 9 Comments

Interpreting Vague Strategy: The Compact Approach

Posted on August 30, 2011 by Greg Githens

Strategic initiatives are often launched with a vague directive. Ask these three questions: What are the mistakes I must not make? What are the mistakes that others must not make? What resources do I have to deal with the unexpected. Greg Githens calls this the Compact Approach to Strategy. Continue reading →

Posted in Useful Practices & Management Tools | Tagged assumptions, contingency, Decision making, innovation, Management, mistakes, program management, risk, strategic initiatives, Strategic management, strategic thinking, Strategy | 6 Comments

Five Types of Decisions: A Practical Tool for the SI Leader

Posted on September 30, 2010 by Greg Githens

Fast and effective decisions lead to fast execution of a strategic initiative, because they drive alignment and commitment. First, identify which of the 5 types face the organization, and then make the appropriate decision. A practical and popular technique for leaders of programs and projects. Continue reading →