This article identifies five stages that comprise a vision statement development cycle, based on interviews with 30 leaders including CEOs, Presidents, and founders of successful companies, on the process they used to write their vision statement
A leader’s performance in implementing planned change should cause excitement, minimize anxiousness, and eliminate confusion. Does yours?
Sanjiv Anand, a Balanced Scorecard thought leader, shares some tips on creating effective strategy objectives, in this adaptation from his new book.
If you’ve taken the time to think about the type of business you want to build, you’ve identified and then documented the specific interconnected actions you believe are needed to move your business forward, why not track those actions and measure their effectiveness?
SWOT – Strengths, Weaknesses, Opportunities, Threats. It’s an analysis tool frequently used for formulating strategy. Unfortunately, it is simplistic, random, and misguided.
To gain competitive advantage companies must move beyond their typical annual planning processes and develop the capability for on-going strategic conversations in the workplace. The age of tight control has past. Leaders must capture and put the full intellectual capacity of the organization to work in this age of ambiguity.
Throughout the centuries a pencil sketch has set the course for many successful paintings, and a thoughtfully drafted strategic plan has charted the course for many profitable businesses. The best type of planning requires both creativity and discipline, and leaves room for flexibility
While your leadership team works on creating a *new* strategic vision, be careful to avoid these 3 mistakes that most organizations unknowingly make…
A classic caution in driving is to avoid highway hypnosis where the driver’s eyes are so locked onto the road ahead that they don’t see what is developing around them. This is a ripe condition for accidents to happen. Well, we are doing the same thing when considering the changes we want to make in […]
The absence of a shared, well understood plan reduces real productivity and leads to sub-optimization of a company’s performance. The solution is to not only build a plan but to disseminate it, discuss it for shared understanding, and then to manage individual performance against the plan.