Tag Archives: strategy execution

Strategy as the Backstory: Another Leadership Tip

In explaining the strategic initiative, the leader needs to skillfully weave in the backstory of strategy; that is, identify the relevant parts of the larger narrative and include in the communications to stakeholders. Modern audiences are impatient, so keep the amount of backstory limited. The exception is when the strategic initiative involves a heritage story (example heritage stories from Starbucks and Domino’s Pizza). The strategy-as-backstory can include SWOT, mission, vision, values, etc. This tip is part of the “How to Improve Your Story Telling Chops” series. Continue reading

Posted in How to Improve Your Story Telling Chops | Tagged , , , , , , , , | 2 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

Pillars of Strategic Initiative Success

Greg Githens explains that good strategy, strong commitment, and strategic planning and thinking are the strategic pillars for success with strategic initiatives. Continue reading

Posted in Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives | Tagged , , , , , , , , , , , , , , , , , | 3 Comments

Eight Distinctions between Portfolio Management & Program Management

This article clarifies the differences between program management, portfolio management, and program management along 8 dimensions: purpose, temporal nature, aggregation, strategic alignment, success criteria, risk, decisions, & competencies. Greg Githens explains four implications for leaders of strategic initiatives: meaning of strategic alignment, number of strategic initiatives in the portfolio, strategic initiatives as programs, and immature standards. The leader applies strategic thinking to do that. Continue reading

Posted in Program & Portfolio Management, Strategic Planning Issues for Strategic Initiatives | Tagged , , , , , , , , , , , , , , , , , , | 12 Comments

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

Posted in Examples of Strategic Initiatives, Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Success Principles for Strategic Initiatives | Tagged , , , , , , , , , , , , , , , , , , , , , | 15 Comments

Does Your Strategic Initiative Need a Fresh Perspective?

Greg explains how to overcome headwinds in a strategic initiative with 4 perspectives: storytelling, learning, integration, and decisions. He illustrates how each role is applied through a case study.

http://wp.me/pZCkk-kf Continue reading

Posted in Competencies of Strategic Initiative Leaders, Examples of Strategic Initiatives, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , , , , , , , , , , | 1 Comment

L.I.D.S – The Four Leadership Roles of the Strategic Program Manager

Stories, Learning, Integration, and Decisions are keys to good leadership of strategic initiatives. Greg Githens explains that the leader is the Chief of each. Individually and collectively these program manager roles provide a framework for strategy execution.

http://wp.me/pZCkk-jY Continue reading

Posted in Competencies of Strategic Initiative Leaders, Interpreting Strategy Documents, Useful Practices & Management Tools | Tagged , , , , , , , , , | 13 Comments

Two Tools for Describing Strategic Context (Strategic Thinking Part 3)

Greg Githens explains the PESTLE acronym for evaluating strategic context, and the “walk the fenceline” technique. Strategic thinkers have an “outside in” perspective that allows them understand how external context affects strategy. Continue reading

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Strategy, Ambiguity, and Strong-Minded Thinking | Tagged , , , , , , , , , , , , , , , , , | 12 Comments

Strategic Thinking (Part 1): A Fight with Ambiguity

Strategic thinking is necessary for execution, as well as strategy formulation. Ambiguity (multiple meanings) is at the heart of strategy, so the Strategic Initiative leader’s top priority is to recognize ambiguity, clarify metrics, and develop sensible action plans. Greg Githens explains how they find the balance of patience and action. Their skillful conversation fosters understanding and gain commitment. Continue reading

Posted in Competencies of Strategic Initiative Leaders, Interpreting Strategy Documents, Strategy, Ambiguity, and Strong-Minded Thinking | Tagged , , , , , , , , , , , , , , , , | 26 Comments

How to Energize Strategic Initiatives with Outcomes

Performance outcomes are time-based trends that serve to crystallize the strategic vision. This “how to execute strategy article” explains that the strategic initiative team builds a cause-effect model. Applying its model, the team develops the strategies that lead to the desired improvement in performance outcomes. Helpful tips are provided. Continue reading

Posted in Interpreting Strategy Documents, Strategy Coaching and Facilitation, Success Principles for Strategic Initiatives, Useful Practices & Management Tools | Tagged , , , , , , , , , , , , , , , , , , , | 12 Comments