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Strategy Resources | Business Strategy
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Your online strategy resource. Requires paid subscription. The pre-eminent business magazine, with frequent articles on strategy. Where leading academic research on management is first shared. Requires paid subscription. The latest thinking from the largest Management Consulting company in the world. Frequent articles on strategy. Free Subscribe to their publications, and get new ideas from their “Strategy Galleries”. BCG have been at the fore-front of strategic thinking for many decades. Richard is a pr...
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: Separate strategic initiatives from normal P&Ls
http://christopherdoran.blogspot.com/2008/05/separate-strategic-initiatives-from.html
May 13, 2008. Separate strategic initiatives from normal P&Ls. Ringfence the budget and people of your strategic initiatives and watch progress against time closely. Frequently strategic initiatives don’t get budgeted. Why? Does everyone think they have no cost or they earn their way immediately? Are they designed as a stretch challenge for management, pulling epeople, budget and resources from elsewhere? Posted by Chris Doran. Tuesday, May 13, 2008. CEO Asia for the Strategic Thinking Group.
Strategic Thinking: Are you stubborn or determined?
http://christopherdoran.blogspot.com/2008/05/are-you-stubborn-or-determined.html
May 13, 2008. Are you stubborn or determined? A leader can be committed to their organisations strategy and ambition, while remaining flexible about how to get there. It is amazing how quickly journalists change their tune. When things are going well, the leader is committed, determined and persistent. Hit a sticky patch and the same leader becomes stubborn and inflexible, exhibiting tunnel vision. How can a CEO be committed and flexible at the same time? Posted by Chris Doran. Tuesday, May 13, 2008.
Strategic Thinking: What immediate action will create your inspiring future?
http://christopherdoran.blogspot.com/2008/05/what-immediate-action-will-create-your.html
May 13, 2008. What immediate action will create your inspiring future? When you communicate your strategy, lavish attention on the inspiring future and the immediate action required to create it. The power of the organisation is unleashed when people can connect the motivation of the inspiring future with the immediate action that has to be taken NOW to get there. The strategy will have no power to pull forwards any employee who cannot make this link. Posted by Chris Doran. Tuesday, May 13, 2008. A group...
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: Is your strategy unreasonable?
http://christopherdoran.blogspot.com/2008/03/is-your-strategy-unreasonable.html
March 5, 2008. Is your strategy unreasonable? If your strategy aims boldly for the unreasonable, you have more chance to deliver a reasonable change. What achievements were the most fulfilling for you? Chances are they are when you achieved something that you thought was impossible. Even very high achievement means little when it is requires no personal stretch. Posted by Chris Doran. Wednesday, March 05, 2008. CEO Asia for the Strategic Thinking Group. Get new posts e-mailed to you.
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 Therapy Group
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Strategic Thermal Labs, LLC – Design, Test, and Development of Thermal Systems
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Strategicthgr3's Blog | Just another WordPress.com weblog
Just another WordPress.com weblog. March 31, 2010. Strategy Bites Back Ch. 9. Posted in Strategy Bites Back Summaries. At 11:23 pm by strategicthgr3. Be Your Body’s Boss. Recipes For Cooking Strategy. March 30, 2010. Leading Change by John P. Kotter. At 8:15 pm by strategicthgr3. Error 1: Not Establishing a Great Enough Sense of Urgency. Error 2: Not Creating a Powerful Enough Guiding Coalition. Error 3: Lacking a Vision. Error 4: Undercommunicating the Vision by a Factor of Ten. Planning for and creatin...
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Business Strategy | Your online strategy resource
Your online strategy resource. I How can we understand our business? How can we understand our customers? How can we analyse our company? How can we understand our competitors? How can we understand our industry? How can we see the future? II How do we choose our strategy? How can we generate creative alternative strategies? How can we develop a winning competitive strategy? How do we evaluate alternatives? How can we describe our strategy? III How can we execute our strategy? What is a strategic leader?
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Thursday, May 27, 2010. I wanted to take a few moments to congratulate your SHW Group and Cambridge Strategic Services’ Shannon Buerk for a very successful visioning conference. In doing so there are some specifics I would like to bring to your attention:. 3) Now, a few words about Shannon Buerk’s direction of the “visioning” process. As you witnessed, she was masterful at creating a productive environment within which each person felt comfortable:. C) She was sensitive to input from participants. G) Cer...
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