8 Tough Questions to Ask About Your Company’s Strategy
December 07 | Matthias Bäumler | Comments (0)
Companies often fail to address the tough questions about strategy and execution: Are we really clear, as a leadership team, about how we choose to create value in the marketplace? Can we articulate the few things the organization needs to do better than anyone else in order to deliver on that value proposition? Are we investing in those areas, and do they fit with most of the products and services we sell?
Yes, You Can Make Office Politics Less Toxic
December 07 | Joseph Grenny, Cofounder, VitalSmarts | Comments (0)
I once served on the board of a nonprofit with a group of men and women I deeply admired. Board meetings were an uninterrupted joy. Even lengthy conference calls were opportunities for spontaneous sharing, personal connection, and productive problem-solving. It was Camelot. Until it wasn’t.
Figure Out Your Company’s Make-or-Break Strategic Problems, Then Use Small Teams to Solve Them
December 07 | James Allen | Comments (0)
Can a large incumbent company rediscover how to act like an agile start-up? I believe the answer is yes, though success depends largely on another question: Can the executive team learn to get out of the way?
The Avoidable Mistakes Executives Continue to Make After a Data Breach
December 07 | Bill Bourdon | Comments (0)
The past few years have taught us that companies will be breached and consumer data will be stolen. Last year was a record year for data breaches, and 2017, so far, has seen its fair share of high-profile cyberattacks. Still, top executives continue to stumble in the way they respond to an attack, magnifying and extending the damage both to their reputation and their customers.
CEOs Should Stop Thinking that Execution is Somebody Else’s Job; It Is Theirs
December 07 | Roger L. Martin, Academic Director, Martin Prosperity Institute , Rotman School of Management | Comments (0)
The common perception is that strategy is done at the top of the org chart, and execution is done below. It is exactly the opposite – let me explain why.
Is Your Company Actually Set Up to Support Your Strategy?
December 07 | Eric Garton | Comments (0)
How do banks switch customer relationships from branch offices to mobile phone screens? Why is one multinational consumer goods company organized by category, while another organizes by region? Why is one insurance company deep into an agile transformation while another is experimenting with it only at the edges of its business?
4 Ways to Get Honest, Critical Feedback from Your Employees
December 07 | Ron Carucci | Comments (0)
I recently observed a town hall meeting where a new leader had just been promoted to run his division. In his introductory remarks, many – including me – were struck by his declaration, “One of the things you’ll find is that I’m very self-aware and open to feedback.” Even from the side of the room, I could see the eye rolling.
How the Most Successful Teams Bridge the Strategy-Execution Gap
December 07 | Nathan Wiita | Comments (0)
The strategy-to-execution gap is an enduring problem with no easy solution. As the Japanese proverb goes, “Vision without action is a daydream. Action without vision is a nightmare.” In their seminal HBR piece, Paul Leinwand, Cesare Mainardi, and Art Kleiner outlined what senior leaders must do to close the strategy-to-execution gap. We built on this research by going beyond the lens of the individual leader to investigate how the most successful teams bridge the gap.
Great Corporate Strategies Thrive on the Right Amount of Tension
December 03 | Thomas Ritter | Comments (0)
After expending considerable effort on formulating a strategy, most executives would like to see their company’s strategic plans fully executed. Deviations from the strategic plan are often assumed to be detrimental to corporate performance. However, compliance with the strategy doesn’t necessarily correlate directly to performance.