Well, it’s only right that we start this blog with definitions of process and outcome. It would be ingenuous of us to assume that you all understand the two strategy management imperatives. Process: a series of actions or steps taken to… Read More ›
Strategy
Effective organizations can be compared to a modern vehicle – it has many parts, some moving and others static. Yet, all parts have been put together in a system, to deliver a certain: amount of horse-power, comfort, specific niche like ‘4×4′ off road, town runner, or heavy goods carrier. Every part of a vehicles’ system has a role it plays in making the vehicle meet its niche-standard.
Effective strategy, and note the word EFFECTIVE, is the art of defining the vehicle, the value the vehicle brings to the buyer, and assembling all its moving and static parts, to meet the demand of the buyer.
Strategy is a fascinating art, whose success depends on how EFFECTIVENESS is delivered in organizations
Strategy monitoring – two critical drivers
Yes, managers need to understand the A-Z of strategy: its design, execution, and monitoring. This blog discusses the last piece of the strategy-management jigsaw – monitoring. Apparently, ‘what gets measured gets managed’; so if strategy is meant to help businesses attain… Read More ›
Strategy as miniature images and maps of a business (2)
As a natural progression from last week, this week’s blog delves into the ‘making’ of miniature strategy. We have explored in past blogs the conventional and hybrid (the in-between) strategy making approaches. We now shift our conversation to discussing discontinuous… Read More ›
Strategy as miniature images and maps of a business
Picture yourself at this grande so called corporate strategy workshop, working in the opulence of a five-star hotel with all the honchos at your organization in attendance. At this sacred event, you will be surrounded by classic consultants elaborating every… Read More ›
Effective strategy and resilience
We have discussed at the Effectiveness lab the new normal for organisational strategists The organisational development (OD.) power-play and dynamics have shifted in favour of intertwined and horizontal than vertical drivers. Siloed approaches to OD. have no place in the… Read More ›
Strategy execution – from theory to practice (2)
According to McKinsey, 70% of change efforts fall short of the expected results. Put another way, for all the change work you leadership gurus do and boast about, only 30% gets you a good measure of efficacy. Even giants, as… Read More ›
Strategy execution – from theory to practice (1)
This blog intends to take you beyond understanding strategy execution, the focus of last week’s blog, to mastering how to attain the normally elusive execution-excellence. And as we will find out later, it boils down to certain specific leadership traits…. Read More ›
Strategy execution
Having discussed what strategy is as well as its design, it’s about time that we considered how to get the best out of company strategy – execution. Execution is different from implementation as will be shown later on this blog…. Read More ›
Strategy making – from theory to practice
It’s time to discuss the nuts and bolts of strategy making. Early in this Strategy OV series, the Effectiveness lab defined strategy as: a plan, a unique and valuable position that others cannot match, or a journey that takes a… Read More ›
Strategy Management – the new normal (3)
And finally, the solution to the so-called new normal. What can organisations and individuals do to effectively address the new normal? The Effectiveness lab’s bionically-balanced entity theory is an obvious answer to the new normal. It’s a multi-faceted and inter-twined… Read More ›
