Archive for the ‘Strategy’ Category

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Engaging the C-suite

Posted by  Daryl Cook —January 8, 2013
Filed in Strategy

Last year IBM released their Global CEO Study 2012, which involved more than 1,700 CEOs, general managers and senior public sector leaders from around the globe. It makes for fascinating reading. One of the things that really stood out for me was the finding that most CEOs largely think alike, (their views differed on less […]

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Bad strategy

Posted by  Daryl Cook —December 19, 2012
Filed in Strategy

I recently had the opportunity (and privilege) to attend a masterclass with [Richard Rumelt](http://www.strategyland.com/), one of the world’s most influential thinkers on strategy and management, and author of ‘[Good Strategy Bad Strategy: The Difference and Why It Matters](http://www.amazon.com/Good-Strategy-Bad-Difference-Matters/dp/0307886239/)’. As the title of his book hints, he sees lots of examples of what he calls ‘bad […]

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Embedding strategy using a story spine

Posted by  Shawn Callahan —December 18, 2012
Filed in Strategy

One of the challenges embedding a strategy is helping people relate their job to it. Strategies often seems distant and abstract. How does a person in one of the far flung corners of the organisation contribute to the pursuit of a new corporate strategy? This simple technique is based on the idea that we don’t […]

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The missing ingredient in strategy

Posted by  Kevin Bishop —December 13, 2012
Filed in Leadership, Strategy

Cynthia A. Montgomery is the Timken Professor of Business Administration at Harvard Business School. One of the programs she teaches is for accomplished executives and entrepreneurs at one of Harvard’s flagship programs. Very early on in the program she asks these senior business people to list three words that come to mind when they hear […]

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Strategic accelerators

Posted by  Mark Schenk —November 26, 2012
Filed in Leadership, Strategy

Hierarchies are great at running established organisations but they are notoriously slow in reacting to major changes. Its not really a problem when your strategy and environment are stable or only changing slowly. But its a big problem when things are changing rapidly and in many cases discontinuously. So, how can organisations effectively deliver their […]

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Will your strategy stick?

Posted by  Shawn Callahan —October 21, 2012
Filed in Strategy

The nature of the successful strategy is changing. Today, a company’s success depends in large part on how deeply its strategy is understood and embraced. This understanding and acceptance gives an organisation the ability to learn and adapt to changes faster than its competitors. It becomes more agile.1 While most companies expend considerable effort and […]

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Company strategies: the missing ingredient

Posted by  Shawn Callahan —August 8, 2012
Filed in Strategy

We’re privileged at Anecdote to see many company strategies. Interestingly, the sizes and shapes of these strategies don’t necessarily correlate with the sizes and shapes of the organisations that created them. We’ve seen some of the biggest companies in the world struggle to put their fingers on what a strategy is, and we’ve seen some […]

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3 things to consider when recreating your company story: a response to Rosabeth Moss Kanter

Posted by  Shawn Callahan —June 20, 2012
Filed in Strategy

I was pleased to see that someone of the stature and influence of Rosabeth Moss Kanter in the Harvard Business Review blog is advocating for business to create or recreate their company’s story. Reading Rosabeth’s post it might sound like an easy thing to do. Just get the executive team around a table and knock […]

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Three elements of a movement

Posted by  Shawn Callahan —June 13, 2012
Filed in Collaboration, Strategy

Read this today and thought, right on! (is that too Tom Peters?) Senator Bill Bradley defines a movement as having three elements: 1. A narrative that tells a story about who we are and the future we are trying to build 2. A connection between and among the leader and the tribe 3. Something to […]

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Diagnosis requires observation—both are essential for good strategy

Posted by  Shawn Callahan —June 5, 2012
Filed in Strategy

An article in the Wall Street Journey describes how medical students at more than 20 medical schools, including Harvard, Columbia and Cornell, attend an art museum intervention to improve their skills of observation. The students are assigned a painting and observe as many details as they can and then get together to discuss what they’ve […]

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