The Sharply-Focused Organization
Strategy formulation and planning are really two different things. And of course the value isn’t in spending three days setting strategy. The point isn’t walls
Strategy formulation and planning are really two different things. And of course the value isn’t in spending three days setting strategy. The point isn’t walls
It’s February and you’ve got most of the year still ahead. See if you can answer these questions clearly and briefly: What is your strategy?
I like to ask CEOs what their business strategy is. Sometimes I get a crisp, clear response, but often the answer either is a bunch
An important factor in implementing your strategy is getting your board involved. Yet many of the boards I work with spend way too much time
In the cable industry, the final mile is connecting the cable system to customers’ homes. It is the most costly part of the entire system,
Last month I wrote about the three key factors of successful strategy implementation: A distinctive strategy, effective leadership, and a sharply-focused organization. Of the three,
Business strategy is dependent on leadership skills to guide development and successfully implement. These leadership skills focus the organization on the strategy, continually energize people,
A key to business strategy implementation is navigation. Knowing where you are, how far you have traveled, and how much further you must go. On
When implementing a strategy, it is imperative to adapt to conditions. In most cases, this means not following the plan, but improvising to adjust to
In leading strategy, it’s important to have working definitions of the terms. Different people have different definitions for words such as “goal” and “objective,” and
In the cable industry, the final mile is connecting the cable system to customers’ homes. It is the most costly part of the entire system,
Some corporate strategies fail because the strategy itself is flawed or non-existent. For example, former Kodak CEO Kay Whitmore told me in 2000 that no
When launching a new strategy or change, the last thing you want to do is announce it to the full organization. That’s why major capital
Here’s how it often goes: The strategy session is done. The new strategy is compiled in binders and distributed to senior management. The binders make
Most strategies fail to achieve their objectives. The problem is rarely the strategy and usually a weak implementation. Successful implementation requires far more than an
How to Create a Compelling Vision Vision statements should be compelling. They should paint a clear, vivid description of the organization in the future —
In Philadelphia over the weekend I saw a Beatles tribute band backed up by the Philadelphia Pops. The concert was great, but what really struck
Many leaders are simply not good at communicating their business strategy to the people who will execute it. That can be fixed with good coaching.
Early in my consulting career, I worked extensively with Wilson Sporting Goods. One day I interviewed an elderly gentleman who was the wood head designer.
Most organizations set aside time each year for the senior team to discuss strategy and develop a strategic plan. Yet, in my experience, few companies end