Strategic Planning

Vision regulates potential

Many senior leaders view their role as a responsibility to maintain or incrementally improve the performance of the organization that pays their salary. What they see in terms of structure, markets, culture is fairly static in their minds. They feel like a steward of the current state. There is a Read more…

By Kirk, ago
Strategic Planning

Measurement: art and science

Using corporate measurement, we seek to: • create a sense of progress • justify our sense of excellence • quantify performance • understand whether we’re getting anywhere • test theories about what is truly important • discover transformational drivers And while we often come to believe that the measures we Read more…

By Kirk, ago
Strategic Planning

Discrete functions

Below the corporate level strategy, there are what I describe as functional or core strategies. This is where functions like HR, technology and marketing strategies reside. Every one of these groups are absolutely critical in aligning the organization to create the capacity for the company to be successful. Without alignment, Read more…

By Kirk, ago
Strategic Planning

Less urgent, more important

As Stephen Covey once wrote, the demands on our time can be categorized into a matrix base on the attributes of importance and urgency. Within this matrix, 4 categories of time demands arise: Urgent, but not important: People that spend their time here…o Have a short-term focus o Focused on Read more…

By Kirk, ago
Strategic Planning

Information

It’s worthwhile stopping every now and then to think about what information you really need to improve your business. In working with various clients over the years, I’ve noticed a tendency to eventually get used to the amount of information they had access to, even though it was making the Read more…

By Kirk, ago