Blog Posts

Post Category: ‘Strategy: Strategic thinking, Planning & implementation’

Passion is NOT a strategy!

OK, I will admit, I am completely fed up reading various web pages, listening to talks and hearing people say, they are “Passionate” about being whatever they are, or doing whatever they are doing. Let me be clear here: Passion is not a strategy! Passion is not a business model! Passion is not even a necessity for running a successful …

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Thinking fast and slow: lessons for the annual off-site strategy event

Ever had an annual strategy off-site, developed some great ideas and plans, walked away….  and a year later very few of those ideas or plans were implemented? So often I hear of organisations, or rather their management teams, who have decided that once a year, they need an off-site to think about their strategy for next year.  (I have certainly …

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The Balanced Scorecard and Strategic Goals

A recent LinkedIn question was from a strategy manager wanting to use a ‘strategic goal’ but unsure how this fitted into the Norton & Kaplan Balanced Scorecard framework. One respondent used a good deal of words explaining that the approach does not use the phrase and it was meaningless in the approach.  He should use other language, more suited to …

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You can’t sack people in the public sector. Really!

This is a phrase I keep coming across, “You can’t sack people in the public sector”. Here is the catch:  When you want to bring about cultural and behavioural change there will be some people who cannot, or will not, change their behaviour.  They retain the behaviours of the old regime or approach.    The problem is, that if you leave …

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Insight 4: It’s about behaviours, (Stupid!) The Deeply Embedded Learnt Behaviours.

Insight 4: It’s about behaviours, (Stupid!)  The Deeply Embedded Learnt Behaviours. This insight is part is a series of six insights into strategy, people and performance, derived from working with my clients in 2013. I recently interviewed twenty Chief Executives whose strategy involved turning around the performance of their organisations by changing the culture and behaviours in the organisation. This …

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Insight 3: Communicating strategy is not enough: Strategy needs to be socialised

Insight 3: Communicating strategy is not enough: Strategy needs to be socialised This insight is part is a series of six insights into strategy, people and performance, derived from working with my clients in 2013. Ever since I started talking about strategy being socialised, not merely communicated, clients have got it.  They get the difference.  They realise how much deeper …

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Insight 2: Strategy has become a continuous learning process

Insight 2: Strategy has become that continuous learning process This is part is a series of six insights into strategy, people and performance, derived from working with my clients in 2013. Strategy as a learning process is entering the main stream I have been talking about this for 10 years: now I am seeing it enter the mainstream.  It is …

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Insight 1: Why I now read every strategy document differently

Why I now read every strategy document differently. This insight is part is a series of six insights into strategy, people and performance, derived from working with my clients in 2013. Nowadays, as I read any strategy document there are two questions key I now carry in my head.  If I cannot read answers to them, then I don’t believe …

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Thinking, fast and slow, about strategy and decision making

If you are involved with strategy in any way, I strongly recommend that you read the latest book by the Nobel prize winning Psychologist, Daniel Kahneman.  If 430 pages of research from a Psychologist is too much, then I’ll be summarising aspects and their implications in these articles.   In his introduction, Kahneman explains how he hopes that his book will …

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Strategy, analysis and decision making, as a conversation.

The more I talk through the idea of “quality of conversation” with executives and managers i meet and work with, the more I have absolutely no doubt that the quality of analysis and decision making that goes on in an organisation is directly related to the quality of conversation. So I was intrigued to read how Daniel Kahneman, the Nobel …

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