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Strategic Thinkingby Chris Doran
http://christopherdoran.blogspot.com/
by Chris Doran
http://christopherdoran.blogspot.com/
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Strategic Thinking: Are your people’s concerns linked to your organisation’s concerns?
http://christopherdoran.blogspot.com/2008/05/are-your-peoples-concerns-linked-to.html
May 13, 2008. Are your people’s concerns linked to your organisation’s concerns? Your peoples’ passion will be unleashed if they see how the organisation’s concerns are the same as their own personal concerns. Every individual has a few fundamental concerns that drive them throughout their lives. They will be different for everybody. Examples could be love and family, making a difference, self-expression or contribution to others. What did it feel like? What it takes is the commitment to find the right p...
Strategic Thinking: What trade-offs are you building into your strategy?
http://christopherdoran.blogspot.com/2008/05/what-trade-offs-are-you-building-into.html
May 13, 2008. What trade-offs are you building into your strategy? Understanding the nature of the trade-offs in your market will illuminate the strategic choices you are making. A trade-off exists where getting better at one thing means getting worse at another. These trade-offs exist at three levels – product, brand and corporate trade-offs. Separate products and separate brands can overcome these limitations. Then,. The strategic trade-off happens at the corporate level. Your whole organisation is...
Strategic Thinking: Who is responsible for your strategic initiatives?
http://christopherdoran.blogspot.com/2008/05/who-is-responsible-for-your-strategic.html
May 13, 2008. Who is responsible for your strategic initiatives? Put your best people on rolling out your strategic initiatives to the whole organisation – it will be easier to backfill the business as usual jobs. Your strategic initiatives will always be core to your organisation – that is in areas which contribute directly to your competitive advantage. Initially though, they will not be mission critical, and you can safely leave them in the hands of your innovators and experimenters. CEO Asia for the ...
Strategic Thinking: Do we need to be a learning organisation?
http://christopherdoran.blogspot.com/2008/05/do-we-need-to-be-learning-organisation.html
May 13, 2008. Do we need to be a learning organisation? As your industry changes faster and faster, your organisation’s learning ability determines whether you thrive or head for extinction. The analogy between business and the theory of evolution is very useful. A key concept in evolution is a species “fit”. This describes how well adapted the species is to its environment, and has a direct parallel with an organisation’s position in its industry. Posted by Chris Doran. Tuesday, May 13, 2008.
Strategic Thinking: Do you communicate your strategy powerfully to the front line?
http://christopherdoran.blogspot.com/2008/05/do-you-communicate-your-strategy.html
May 13, 2008. Do you communicate your strategy powerfully to the front line? To attract the attention of the front-line to the strategy, the CEO can tell simple emotional stories. The old stories are deeply embedded in the culture of the organisation. The stories that illustrate your future strategy will need an unreasonable level of repetition and reinforcement to stick. What are the stories you are telling to attract the focus of, and therefore the results of, your organisation? Posted by Chris Doran.
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Strategic Thinking
May 13, 2008. Do you communicate your strategy powerfully to the front line? To attract the attention of the front-line to the strategy, the CEO can tell simple emotional stories. The old stories are deeply embedded in the culture of the organisation. The stories that illustrate your future strategy will need an unreasonable level of repetition and reinforcement to stick. What are the stories you are telling to attract the focus of, and therefore the results of, your organisation? Posted by Chris Doran.
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