by Phil Jones | Updated 25 Sep, 2012 | Agile & learning organisations, Strategy as a learning process
Isn’t that a great phrase, “Rigorous, intellectually honest, learning”.The phrase comes from a book called Nail it, Scale it by Paul Ahlstrom and Nathan Furr. The book is designed for entrepreneurs who are developing a proposition for a market. The...
by Phil Jones | Updated 21 Feb, 2019 | 4G Balanced Scorecard, Agile & learning organisations, Emergent strategy
The Benefits managing Strategy as a Learning Process If, like many organisations, you want a more responsive and agile organisation that is sensitive to the changing demands of your environment, then the answer lies in the way your strategy and plans are managed: Your...
by Phil Jones | Updated 30 May, 2020 | Agile & learning organisations, Emergent strategy, Language of strategy
Deliberate or Emergent strategy: when considering strategy, planning and implementation, one choice is whether to have a strategy and a strategy management process, that is deliberate or emergent. There are, broadly, two ways to look at your strategy process:...
by Phil Jones | Updated 7 Jul, 2017 | Behavioural & cultural change, Strategy, Thought provokers
You have probably heard the expression, either as “Culture eats strategy for breakfast” or “Culture eats strategy for lunch”. In essence what they are saying is that the culture of the organisation is stronger than the strategy and the planned...
by Phil Jones | Updated 2 Nov, 2018 | Strategy
The difference between “A strategy”, strategic tools” and “being strategic” can cause confusion. The ambiguity between these aspects of strategy often leads to heated arguments. It can undermines how strategy is thought about and...
by Phil Jones | Updated 15 Feb, 2018 | Balanced Scorecard and Hoshin Kanri, Strategy
A recent question on Linkedin was about deploying Hoshin Planning as a part of a strategic Planning process. Few respondents seemed to have come across this in action, so here was my response: Untangling problems with Hoshin Planning Let me tell you about a client I...
by Phil Jones | Updated 30 May, 2020 | Strategy on a page
This Chief Executive ran a £100m organisation and considered her environment complex. As is often the case, her strategy document ran to some 50 pages. It was a complex environment with multiple stakeholders, different groups of customers customers with...
by Phil Jones | Updated 26 Jun, 2012 | Strategy on a page
I was recently contacted by a client in a large charity who wanted to get their complex strategy on a single page. They had worked through the strategy with the board, and subsequently with key members of the management team. The ideas were captured in a word...
by Phil Jones | Updated 22 Feb, 2018 | 4G Balanced Scorecard, Emergent strategy
Talking with a Chief Executive the other week about a new strategy map and balanced scorecard for their organisation, he had realised the importance of emergent strategy and wondered how the modern strategy map and scorecard supported it. Deliberate strategy Like...