Sort By DateDateFilter CategoriesFilter - AllArticlesBlogsPodcastsReviewsVideos DIY Strategy Health Check Virtual Roundtable – Summary of Discussion on Common Strategy Traps and How to Avoid Them The Importance of Critical Thinking in Strategy Development Good Strategy Aligns the WHAT, the HOW and the WHO Virtual Roundtable – Summary of Discussion on The Power of Collective Leadership Are Your Clients Practising Collective Leadership? When It Comes to Strategy Are You a Hedgehog or a Fox? Do You Have a Strategy or a Plan – And What’s the Difference? Virtual Roundtable – Summary of Discussion on the Impact of Exogenous Forces on Strategy Your Strategic Context is Defined for You, Not by You Confronting Your Default Thinking The Myth of the Hero, Individual Leader What Is Collective Leadership And Why Is It Important? The Essence of Strategy Strategy Execution – Establishing the Conditions for Success Do You Have the Cognitive Skills for Collective Leadership? Seven Common Strategy Traps – And How To Avoid Them Has COVID-19 killed strategy? Mediaspace: interview with David Trafford The Case for Greater Collective Leadership Are you Practising Collective Leadership? Operating Principles for Collective Leadership Ignore Exogenous Forces At Your Peril The True Dynamics Behind Failing Corporate Strategy Succeeding in a VUCA World – New Approaches to Strategy and Change The Importance of Strategic Leadership in Times of Uncertainty Aligning Organisational Architecture with Strategic Intent Context Is Everything When It Comes To Strategy Core ideas behind the Beyond Default approach to developing strategy and delivering change How an organisation’s digital architecture enables or inhibits business agility Insight into how effective organisations are at developing strategy and delivering change Should Strategies be Implemented or Operationalised, and what’s the Difference? Knowing is Not the Same as Understanding How Organisational Capabilities Anchor You to Your Current Trajectory Project Portfolio Management – An Organisational Capability for Changing Your Trajectory Setting a Trajectory to a Digital Future What Can Leaders of Change Learn from World-Class Performers? The Purpose of Strategy: To Change an Organisation’s Trajectory Experiential Learning Journeys: A Source of Shared Insights and Collective Leadership The Impact of Organisational Capabilities on Project Success ‘Being Digital’ as an Organisational Capability Operationalising Strategy – Turning Strategic Intent into Operational Reality Making Your Strategic Signature Explicit How Operating Principles Can Make Strategy Meaningful Using Organisational Capabilities to Pull the Present into the Future Confronting your Organisation’s Default Future Beyond Default Gets Five-star Book Review What’s Your Default Strategy Why is Transformational Change so Difficult? Why Most Strategies Fail to Deliver Beyond Default Book Review: Don’t be a Failure by Default Operationalising Ideas Confronting Your Default Future The ‘Beyond Default’ Leader Didn’t See That Coming Beyond Default Book Review Most strategies don't work! Here's how to have one that does Beyond Default Book Review Beyond Default Book Review Interview on the Beyond Default Approach to Strategy and Change How To Develop Your Corporate Strategy Interview on Beyond Default Approach to Strategic Change Succeeding at Corporate Transformation Setting Your Organisation on a Trajectory to an Improved Future One trajectory leading to two futures It all starts with collective leadership Strategy should be operationalised not implemented Operating principles make strategic intent meaningful Strategic intent is defined by a strategic signature Organisations are anchored by powerful forces The purpose of strategy is to change an organisation’s trajectory All organisations have a default future
Sort By DateDateFilter CategoriesFilter - AllArticlesBlogsPodcastsReviewsVideos DIY Strategy Health Check Virtual Roundtable – Summary of Discussion on Common Strategy Traps and How to Avoid Them The Importance of Critical Thinking in Strategy Development Good Strategy Aligns the WHAT, the HOW and the WHO Virtual Roundtable – Summary of Discussion on The Power of Collective Leadership Are Your Clients Practising Collective Leadership? When It Comes to Strategy Are You a Hedgehog or a Fox? Do You Have a Strategy or a Plan – And What’s the Difference? Virtual Roundtable – Summary of Discussion on the Impact of Exogenous Forces on Strategy Your Strategic Context is Defined for You, Not by You Confronting Your Default Thinking The Myth of the Hero, Individual Leader What Is Collective Leadership And Why Is It Important? The Essence of Strategy Strategy Execution – Establishing the Conditions for Success Do You Have the Cognitive Skills for Collective Leadership? Seven Common Strategy Traps – And How To Avoid Them Has COVID-19 killed strategy? Mediaspace: interview with David Trafford The Case for Greater Collective Leadership Are you Practising Collective Leadership? Operating Principles for Collective Leadership Ignore Exogenous Forces At Your Peril The True Dynamics Behind Failing Corporate Strategy Succeeding in a VUCA World – New Approaches to Strategy and Change The Importance of Strategic Leadership in Times of Uncertainty Aligning Organisational Architecture with Strategic Intent Context Is Everything When It Comes To Strategy Core ideas behind the Beyond Default approach to developing strategy and delivering change How an organisation’s digital architecture enables or inhibits business agility Insight into how effective organisations are at developing strategy and delivering change Should Strategies be Implemented or Operationalised, and what’s the Difference? Knowing is Not the Same as Understanding How Organisational Capabilities Anchor You to Your Current Trajectory Project Portfolio Management – An Organisational Capability for Changing Your Trajectory Setting a Trajectory to a Digital Future What Can Leaders of Change Learn from World-Class Performers? The Purpose of Strategy: To Change an Organisation’s Trajectory Experiential Learning Journeys: A Source of Shared Insights and Collective Leadership The Impact of Organisational Capabilities on Project Success ‘Being Digital’ as an Organisational Capability Operationalising Strategy – Turning Strategic Intent into Operational Reality Making Your Strategic Signature Explicit How Operating Principles Can Make Strategy Meaningful Using Organisational Capabilities to Pull the Present into the Future Confronting your Organisation’s Default Future Beyond Default Gets Five-star Book Review What’s Your Default Strategy Why is Transformational Change so Difficult? Why Most Strategies Fail to Deliver Beyond Default Book Review: Don’t be a Failure by Default Operationalising Ideas Confronting Your Default Future The ‘Beyond Default’ Leader Didn’t See That Coming Beyond Default Book Review Most strategies don't work! Here's how to have one that does Beyond Default Book Review Beyond Default Book Review Interview on the Beyond Default Approach to Strategy and Change How To Develop Your Corporate Strategy Interview on Beyond Default Approach to Strategic Change Succeeding at Corporate Transformation Setting Your Organisation on a Trajectory to an Improved Future One trajectory leading to two futures It all starts with collective leadership Strategy should be operationalised not implemented Operating principles make strategic intent meaningful Strategic intent is defined by a strategic signature Organisations are anchored by powerful forces The purpose of strategy is to change an organisation’s trajectory All organisations have a default future
