Strategic Planning

Scoping corporate initiatives

Developing corporate projects for use in your business plan is a truly important process. If you don’t maintain a criteria for what lands in your business plan, there is no way to determine the strategic value of what comes forward at the decision making table. Typically speaking, projects with strategic Read more…

By Kirk, ago
Strategic Planning

Setting corporate targets

There are many factors that play into how corporate targets are set. These are the metrics that generate accountability and transparency for results. Regardless of what you’re accountable to whom for, you may have a lot to think about. First and foremost, ensure that your targets tell a story as Read more…

By Kirk, ago
Strategic Planning

Opening up the kimono

Some of the greatest flaws organizations have in their management of corporate strategy pertain to usage of accountability frameworks like the balanced scorecard. Of course the philosophy dimensions of direction need to precede this, leadership, but the application and integration process level is where things often fly or die right Read more…

By Kirk, ago
Strategic Planning

Line of sight

My first strategy mentor always talked about clarity and alignment. At the time I didn’t realize the extent to which these two concepts impacted the success of a strategy. Clarity is about a lot of things, but one of the biggest challenges in that realm is line of sight. Line Read more…

By Kirk, ago
Strategic Planning

The wheel and the binoculars

When is long-term thinking a problem? It becomes a problem if no one is thinking about the short-term execution of the strategy. When is thinking about today a problem? Likewise, it becomes a problem when no one is thinking about long-term positioning or tomorrow. You only win in the “now”, Read more…

By Kirk, ago
Strategic Planning

Focus

Let’s take a minute to think about the concept of focus. Focus is a core concept within the management of strategy. Successful companies don’t necessarily work harder, but they have the ability to focus their resources on the things that matter most. They invest their effort in areas that create Read more…

By Kirk, ago
Strategic Planning

One of the greatest mistakes

… strategy practitioners make is working with or defining content when the level of direction (above) that should act as context for those decisions has not been adequately defined. Every component of direction requires alignment to the level above or things quite simply fall apart. For example: • Building any Read more…

By Kirk, ago
Strategic Planning

Setting targets

There is a difference between creating accountability for generalized business metrics and knowing the few transformational measures that drive your strategy. The difference in how this is applied in management is significant. IF you have described the strategy already, and you have aligned your measures, then you’re ready to have Read more…

By Kirk, ago