What is Strategic Agility? There’s ample evidence that, no matter how much analysis and planning is done, strategic planning is inherently flawed, quickly out of date, and rendered ineffective due to slow and incomplete execution. This post gives examples as well as an overview of three consultant perspectives highlighting principles of strategic agility and execution including tactical choices for competitive advantage.
Archive for the ‘Leadership’ Category
Strategic Agility: Adapting to Now & Next
Sunday, January 31st, 2010Goal: Finish Line & Beyond
Friday, November 13th, 2009Are your goals strategic? This is the third of three posts in the MCG series focused on the goal stage, after “membership” and “control.” At this stage, teams are fully fit and ready to act, if there is a commonly understood goal and a plan to achieve it. As some leaders struggle in defining clear and strategic goals, tools and approaches are offered.
Control Issues in Teams: How Do You Take Charge?
Monday, October 12th, 2009People don’t resist changes, they resist being controlled… The second of of the MCG series in helping leaders and teams develop skill in order to meet changing goals. Also includes “change AND die,” the Leadership Control model, and “resistance is a resource” references.
Team Shift: Membership Round 2, 3, 4…
Wednesday, September 9th, 2009“A good leader inspires people to have confidence in their leader. A great leader inspires people to have confidence in themselves.” — Anon
As teams change, status and role questions arise. Roles shift, people leave for various reasons, e.g. the group churns. This post is about team shift, today focusing on MEMBERSHIP – the first [...]
Revelation, Leadership Integrity at All Levels
Thursday, July 9th, 2009Power, pride, status. How about integrity? Status can be a distraction, an illusion. This post features a list of the signs of organization leadership that form spine and integrity, as I’ve observed over the years, with live links to the top leadership blogs up for
Status Quo Shakedown Meets Right Action
Monday, June 22nd, 2009There’s comfort in friendship and community. There can also be blind spots and status quo problems inherent in comfort-based systems, sometimes tragically so, when the blind spots are very large.
Change, Resilience and the Three-Legged Cat
Friday, May 22nd, 2009I could wax forth on a recent faculty group’s success this month with SWOT analysis (see Tools.) I could mention the success and angst of retreat design (see Tools, retreat process.) Instead, here’s a somewhat sentimental blog post on the positive aspects of the pain of change, at times overwhelming,
full of sighs, groans, and [...]
Only Connect! Leaders and Tough Times
Monday, April 6th, 2009Only connect! That was the whole of her sermon.
Only connect the prose and the passion, and both will be exalted,
And human love will be seen at its height.
Live in fragments no longer.
Only connect…
–E.M. Forster, Howards End
Forster characters illustrate the tensions and challenge of making connections among different social classes in the period that preceded the [...]
Leadership during Turbulent, Complex Times
Saturday, March 21st, 2009For this post, I’m featuring a leadership focus tool from Mike Jay. Mike suggests that any leader can focus on 5 things and be successful in trying circumstances, no matter what the situation. His Big Five use acronym IMULL. Turbulence is life force. It is opportunity. Let’s love turbulence and use it for change. — Ramsay Clark
During Crises & Crunch, What Matters?
Sunday, March 1st, 2009Budget decisions define organizations, sometimes in new ways. Peter Drucker once stated, “Only three things happen naturally in organizations – friction, confusion and underperformance. Everything else requires leaderhip.” Questions that may arise during budget reductions are compared to the classic 7S structure model along with examples. Paul Harvey’s passing is also noted with a quote. –DN