THE FUTURE IMPERATIVE
The future is here, it’s just not evenly distributed. As an executive, half your job is figuring out how to think about tomorrow and prepareing your organization for change.
THE CULTURE TRAP
Declining performance if often attributed to culture, but can usually be boiled down to issues with the three C’s: Strategy Coherence, Management Consistency, and Organizational Capabilities.
END OF BEST PRACTICES
Every business is unique, and at the core strategy is about finding ways to create and capture value by being different.
PLAYING OFFENSE
As corporate stewards many of us are conditioned to play defense. Looking ahead however, playing it too safe will be the safest predictor of stagnation and decline.
THE EXECUTION PREMIUM
If performance dips and you miss targets over a longer period of time, someone eventually asks: Do we have a strategy or an execution problem?
DEMOCRATIZING STRATEGY
The strategy process is being democratized. More and more management teams are opening the strategy process for broader organizational involvement and input.