Strategy Execution – Establishing the Conditions for Success

The purpose of strategy execution is to turn strategic intent into operational reality. It’s the series of decisions and actions aimed at changing an organisation’s trajectory, from one taking it to its default future to one that takes it to an improved future. These decisions and actions are usually undertaken within some form of transformation programme. However, all the evidence …

Do You Have the Cognitive Skills for Collective Leadership?

In a previous post on Collective Leadership we asked the question ‘Are you Practising Collective Leadership?’ To help answer this question we suggested that you looked for a set of behaviours and assessed the degree to which they were practised across your leadership team. This post asks a complementary question ‘Do you have the cognitive skills needed for these behaviours?’. …

Seven Common Strategy Traps – And How To Avoid Them

Developing and executing effective strategy is never easy, especially in today’s increasingly volatile, uncertain, complex and ambiguous (VUCA) world. It’s something all organisations do, but some do it better than others. Developing and executing good strategy is important as it ultimately determines the fate of your organisation. But why are some organisations better at it than others? One reason is …

The True Dynamics Behind Failing Corporate Strategy

Strategy is important. It’s important because good strategy provides focus and guidance on what leaders need to do to make their organisation successful in the long term. But how is strategy developed? Is it something the CEO instinctively believes in or is it the result of a formal process led by the head of strategy and supported by external consultants? …

Succeeding in a VUCA World – New Approaches to Strategy and Change

Developing strategy and delivering change continue to be a challenge for many organisations. As a result, many leaders are shifting their focus from strategy to agility. The logic is that if their organisations were agile they would be more responsive to change and strategy would not be needed. While there is some merit to this argument, being agile is not …

Aligning Organisational Architecture with Strategic Intent

Was your organisation intentionally designed or has it evolved over time? Is the way it operates a result of informed choices aimed at realising its strategic intent or an outcome of repeated compromises aimed at optimising what’s already in place? Is your organisation agile and able to respond to ever-changing threats and opportunities, or one that is inflexible and difficult …

Core ideas behind the Beyond Default approach to developing strategy and delivering change

Beyond Default offers a different and innovative approach to developing strategy and delivering change. The approach is based upon a set of core ideas that collectively present a point of view on this important topic. These 20 core ideas are: The context within which an organisation operates is often more powerful than the strategies and resources that its leaders deploy …

How an organisation’s digital architecture enables or inhibits business agility

If you’re a senior executive and someone asks you what makes organisations agile, could you confidently explain how digital architecture enables or inhibits business agility? Would you offer an opinion on ‘kappa’ architecture and the importance of having a data pipeline? If not, then you’re unlikely to be taking the necessary actions needed to make your business agile. These, and …

Insight into how effective organisations are at developing strategy and delivering change

During a recent webinar participants were asked to give their assessment on how effective they thought their organisations were at developing strategy and delivering change. They were asked six questions to which they responded in a live poll. The results were both interesting and concerning. Interesting as they concurred with the answers I’d got many times before when asking similar …

Knowing is Not the Same as Understanding

When did the word ‘google’ become a verb? Not recently. Most of us ‘google’ when we want to know about something, it’s what we all instinctively do. The growth of the internet over the past couple of decades has created a world where we have instant access to enormous amounts of information at the click of a mouse – maybe …