Tag Archives: strategic thinking

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

Strategic Initiative Case Study: Delivering Large Cost Savings in Healthcare IT Infrastructure

How a manager saw an opportunity to align his work with executive vision for IT cost savings, and drove significant benefits through a large healthcare organization. Summarizes value of elevator speech, key actions, team building, managing around a boss, and incremental benefits delivery. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Examples of Strategic Initiatives, Transforming the Organization | Tagged , , , , , , , , , , , , , | 4 Comments

What’s Scary, Weird, Stupid, or Hard? A Tip for Improving your Story Telling

The strategic initiative leader is the chief story teller. Stories have turning points that resolves tension. Humor can help with tension resolution. By identifying what is scary, weird, stupid, and hard, the leader can find humor. Includes application of the four areas to Domino’s Pizza Turnaround strategic initiative case.This tip is the first of the “How to Improve Your Story Telling Chops” series. Continue reading

Posted in How to Improve Your Story Telling Chops | Tagged , , , , , , , , , , , | 5 Comments

How to Build Consensus in the Strategic Initiatives Team

Consensus is a vital skill for strategic initiatives. Consensus means that there is 100% agreement to support the IMPLEMENTATION of the decision. Greg Githens explains the two necessary factors for achieving consensus (define the team and have a visible signal) and describes a personal experience in helping an IT group reach agreement on requirements. 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

Posted in Competencies of Strategic Initiative Leaders, Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives | Tagged , , , , , , , , , , , , | 9 Comments

Fast and Effective Decisions Drive the Strategic Initiative

Fast and effective decisions drive the strategic initiative program. Greg Githens provides useful ideas for making faster and better decisions. Continue reading

Posted in Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , | 5 Comments

Interpreting Vague Strategy: The Compact Approach

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

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