Tag Archives: strategy formulation

Strategy-as-Story: The ABCDE Model

Posted on December 20, 2011 by Greg Githens

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 ABCDE model of strategy, balanced score card, benefits, leading strategic initiatives, story telling, strategic initiatives, Strategic management, Strategic planning, strategy execution, strategy formulation, vision | 2 Comments

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

Posted on November 3, 2011 by Greg Githens

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 Chief storyteller, Decision making, Domino, Humor, Leadership, Patrick Doyle, questions, stories, strategic initiatives, strategic thinking, strategy formulation, Stupidity | 5 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

Eight Distinctions between Portfolio Management & Program Management

Posted on July 25, 2011 by Greg Githens

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 ambiguity, Business, differences project program portfolio, governance, Greg Githens, Leadership, Management, portfolio management, program management, Project, Project management, Project portfolio management, risk diversification, strategic alignment, Strategic initiative, Strategic management, strategic thinking, strategy execution, strategy formulation | 12 Comments

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

Posted on July 10, 2011 by Greg Githens

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 Business, Business model, Business Model Canvas, business value, case study, Domino's Pizza, Greg Githens, Initiative, Management, Microsoft, Nokia, program management, resource availability, strategic alignment, Strategic initiative, Strategic management, Strategic Planning Issues for Strategic Initiatives, Strategy, strategy execution, strategy formulation, Swiss Life, transformation | 18 Comments

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

Posted on June 13, 2011 by Greg Githens

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 ambiguity, Business, CSX, director of strategic initiatives, Greg Githens, innovation, Management, Pepsico, PESTLE, program management, strategic context, strategic environment, Strategic initiative, strategic thinking, strategy execution, strategy formulation, sustainability, vision | 12 Comments

Strategic Initiatives Drive Growth and Innovation in the Travel Industry

Posted on April 14, 2011 by Greg Githens

Competitive industries – for example the travel industry – use strategic initiatives to create competitive advantage. Greg Githens explains that there are 5 important tasks for leaders of strategic initiatives to create growth through innovation: understanding the brand promise, understanding the voice of the customer, effectively leveraging business intelligence, establishing appropriate success metrics, and driving effective and fast decisions. One example is how Vancouver’s port made it easier for US citizens to clear customs for cruise ships. A second example is how Hilton is innovating in its design of hotel business lounges. A third example for Marriott hotel’s bedding initiative. Continue reading →

Posted in Examples of Strategic Initiatives, Success Principles for Strategic Initiatives, Transforming the Organization | Tagged airline, brand promise, Business, business intelligence, Competencies of Strategic Initiative Leaders, cruise line, cruise port, Decision making, fast decisions, Greg Githens, growth, Hilton Hotels & Resorts, Hilton Worldwide, hotel operations, innovation, Management, Marriott, ncl, norwegian, Problem Solving, Strategic management, strategy execution, strategy formulation, success metric, Tourism, transformation, Travel, vision, voice of the customer | 2 Comments

Validation: How to Get Strategy Right

Posted on March 29, 2011 by Greg Githens

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 CEO fired, change management, Discovery Channel, Greg Githens, Hasbro, IBM Infosphere, Problem Solving, program management, Strategic initiative, Strategic management, Strategic Planning Issues for Strategic Initiatives, strategy execution, strategy formulation, The Hub, transformation, Translation, United Bank Limited, validation, vision | 10 Comments

Strategy is a Boundary-Spanning Activity

Posted on March 21, 2011 by Greg Githens

Greg Githens explains how leaders develop the strategic initiative execution plan by integrating concepts. Vertical connections are done through metrics and horizontal connections are a search for strategic synergy. He explains a pitfall of many strategies, which is to focus on the solution rather than the problem or opportunity. An example is provided for Human Resources strategy. This post describes Step 3 of 4 for interpreting strategy documents. Continue reading →

Posted in Interpreting Strategy Documents, Strategic Planning Issues for Strategic Initiatives, Strategy Coaching and Facilitation, Useful Practices & Management Tools | Tagged ambiguity, balanced score card, Balanced scorecard, horizontal integration, Initiative, open innovation, program management, Strategic initiative, Strategic management, Strategic Planning Issues for Strategic Initiatives, Strategy, strategy execution, strategy formulation, vertical integration, vision | 6 Comments

What are the Strategic Pillars that Support the Vision?

Posted on March 11, 2011 by Greg Githens

Strategic pillars and planks hold up the strategic vision. Describes examples of strategic initiatives at Google, Boy Scouts of America, Schibsted, GE, pet supplies retailer, and an approach for content marketing strategies. Continue reading →