Strategic Planning

Bias anchoring

Anchoring is a cognitive bias that describes the tendency people have to rely far too heavily on a single piece of information offered (“the anchor”) when making subsequent decisions. Everything else is interpreted through this lens, and it colours the decisions you make next. Some of the anchors that get Read more…

By Kirk, ago
Strategic Planning

The bare minimum

Being effective in a competitive strategy means that: • You are operating in a profitable market space • You have achieved some measure of competitive advantage • What you’re doing can’t easily be replicated – there is a measure of sustainability • And you have a market position that resonates Read more…

By Kirk, ago
Strategic Planning

Don’t stop until it looks easy

Strengthening the performance of your organization by resolving internal challenges can be a very complex business. It requires a measure of bravery. This follows a fundamental tenet I follow that difficult decisions are the product of insufficient context. When decision making is tough, frustrating or confusing, it probably means that Read more…

By Kirk, ago
Strategic Planning

Reflex resistance

The most foundational question regarding progress is this: “If you are presented with information that suggests you’re doing something that will result in outcomes below/outside your stated long-term objectives… will you change?” Surprisingly, we (both organizations and people) choose “no” more often than you would think. Every time this happens Read more…

By Kirk, ago
Strategic Planning

Drowning in strategy methodologies

There are lots of daunting things about wading through the strategy tools and methodologies available to you. Every good conference you go to will introduce something new. It may make you wonder if you’re missing something important in what you’re doing because this is one of the least standardized fields Read more…

By Kirk, ago