Blog
I hear many businesses use the terms “mission”, “purpose” and “vision” with great flourish and sincerity. The problem is that all too often, when you scratch below the surface, their actual statements tend to be trite platitudes that have little emotional connection for both customers and employees. All too often, they also tend to be…
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For those of you who have been keeping an eye on The Global Strategy Institute’s Instagram and Facebook feeds for the last few months, you’ll know that I have been travelling and working in Europe. What I have found really interesting is how many people have made comment about how lucky I am and how…
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Discipline, focus…AND fun will ensure successful projects The Problem Project Management is a critical business capability. Billions of dollars are involved annually in the delivery of small to medium-sized projects. The capability to effectively delivery business projects is, however, by no means universal – most projects fail to deliver. PWC, which reviewed 10,640 projects from…
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“The prize for closing the strategy-to-performance gap is huge – an increase in performance of anywhere from 60% to 100% for most companies.” Turning Great Strategy into Great Performance, Mankins & Steele, HBR, 2006 I recently got involved in an online discussion on the relationship between strategy and corporate culture. To me it did not…
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A core part of strategic planning and implementation involves ensuring your people are engaged and committed to the goals that will deliver your strategic ambitions. Often this involves bringing some sort of change to the organisation. Based on best practice, coupled with years of experience, here are 6 tips on how to manage change in…
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Hardline growth strategies, goals and robust project management are vital to ensuring that a business achieves its strategic ambitions. You absolutely need these and the right systems and processes in place to facilitate successful execution. However, even the most focussed plans are useless unless something is done to engage the business’s biggest asset – its…
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When a new CIO, Bob, was appointed at a long-standing client, he stepped into a team that was not particularly connected or focussed on the actions needed to support the business’s strategy. They operated more on a day-to-day, “firefighting” basis, with too many priorities – that were also misaligned. We came in to help Bob…
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Whilst I am a firm believer in having a strong process as the foundation for strategic planning and management – and believe me I use one on every strategy management project – a process is useless without the right leadership and culture to transform it into reality. There is only so much improvement that one…
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Differentiate your business from 86% of its competitors – turn your strategy into great performance – An organisation is healthy when its parts – management, operations, and culture – consistently act as a whole in a manner that fits together and support the business’s overall vision. Since budgets generally only consider shorter-term financial metrics, they…
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There has been endless discussion over the years as to which is more important – strategy development or strategy execution? Indeed, if anecdotal evidence is anything to go by, it stands to reason that business schools think that strategy development is the answer. And whilst many companies have resources to help them develop their strategies,…
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