Blog Posts

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

Hosin Planning and the Strategic Planning process

A recent question on Linkedin was about deploying Hosin 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 Hosin Planning Let me tell you about a client I helped that was using Hosin Planning, strategic planning and the Balanced Scorecard , got …

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Getting your strategy on a page – meaningfully

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 quite different needs and offering several discrete services.  She had the  usual 10-12 strategic objectives that included both influencing the customers …

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Strategy on a page – well four actually

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 document and in a spreadsheet relating to different themes of the strategy.  Each …

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Moving to Emergent strategy: Make sure your balanced scorecard does not stop you

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 many organisations, until recently, they ran an annual planning round from which the annual plan was developed.   Usually …

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Should you copy strategy? Or must strategy be different?

I frequently see postings and hear statements where people suggest that strategy is about being different.  Startegy is about differentiation. Saying strategy needs to be different is a myth.  It is only a competitive strategy in a market to create distinct profits that requires difference.   Actually strategy can be the same and can be copied – it is how you copy …

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What is the difference between strategy and planning?

I get this question a lot.  It is not that people don’t understand planning, but there is often an unclear line in their minds between where strategy stops and planning starts.  I have met senior people in “Strategic planning” roles who describe their job title as an oxymoron;  a contradiction in its own sentence. When I train people in strategy …

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Lessons from another Strategic Planning workshop

One of the difficulties with strategic away days and strategic planning days is in their name: they are only a day.  Last week I had a day and a half with a team: A team that hardly new each other as they were coming from four different countries and Operating Companies within the  same group.  That meant that we had …

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Making sense of Lean, Strategy and Business as Usual scorecards

Recently a client was having a few problems with their planning process.  How to engage with their managers, getting the tools of strategy and performance to make coherent sense as a whole, making the story of their strategy clear, making it easy to manage and deliver. They had a really good lean deployment methodology which they had learnt  from Unipart: it included the Lean …

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Using the “Good Strategy – Bad Strategy” approach to develop a strategy

This post is about using the  approach in “Good Strategy Bad Strategy” to question, review and develop an organisation’s strategy. I think  “Good Strategy – Bad Strategy” by Richard Rumelt is one of the  best books on strategy I have come across.  I was one of the first to read it, and once I picked it up I had trouble …

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Strategy roll-out:Which part of the balanced scorecard elephant to eat first

A client recently asked an important question.  They are in the middle of strategy development and planning.  They want to move to more useful measures and a better grip on the organisation.  They are considering a strategic balanced scorecard approach.  There is so much they could do they don’t want to be scared off, get indigestion or bite off more …

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