Tag Archives: Strategic Planning Issues for Strategic Initiatives

Perspective is More Powerful than Vision

Having a perspective means that the ideas and direction are open to discussion, inviting more people into the discussion to contribute their perspectives. Importantly, it avoids the elitist nature of many vision statements.

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Coherence: It is Only a Good Plan (Strategy) If It Makes Good Sense

Coherence means that things make sense. In the context of strategy, it means that the committed resources, policies, and actions are consistent and coordinated. A plan is only a good plan if it makes good sense. Unfortunately, most organizations pursue multiple objectives that are unconnected with one another (and sometimes even conflict).They are anything but coherent! Insert the concept of coherence into your discussions. How? One way is to ask simple questions, “Does this make sense? Where are the gaps? Are there conflicting objectives?” Another way to encourage coherence is to activate the Chief Story Teller role. Imposing coherence and discipline on an organization is difficult and takes hard work by the strategic initiative leader.

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Posted in How to Improve Your Story Telling Chops, Interpreting Strategy Documents, Strategy, Ambiguity, and Strong-Minded Thinking, Useful Practices & Management Tools | Tagged , , , | 4 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

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Resolving Ambiguity and Uncertainty (Strategic Thinking – Part 4)

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

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A Guide to the Three Types of Strategy and Business Model Scope

Strategic initiatives arise to support three types of strategies. Corporate strategies have to do with market selection. Business strategies have to do with competing within a business model. Functional strategies have to do with effective specialization. Each interact with the business model’s value proposition. Continue reading

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Strategic Thinking (Part 2): Framing Decisions with the Four Types of Ambiguity

Good strategic thinkers are strong minded; they cope effectively with ambiguous information. This article explains how to recognize the four types of goal ambiguity (methods, metrics, priorities, and outcomes). The strategic initiative leader needs to frame decisions to cope with this ambiguity. Continue reading

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Validation: How to Get Strategy Right

Strategy validation is a process of assuring that there is a “correct strategy.” First, review to find a distinct statement of problem or opportunity that is coupled to a proposed solution. The program manager – just like the CEO – validates strategy with the important stakeholders. Avoid over and under commitment to the strategic initiative. The #1 reason that Boards fire CEOs is because they don’t adequately communicate the reasons for the strategic initiatives. Continue reading

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , , , , , , , | 4 Comments