Experiential Learning Journeys: A Source of Shared Insights and Collective Leadership

In this post, Peter Boggis and David Trafford argue that deploying the principles of experiential learning through one or more ‘Learning Journeys’ is an effective way of developing collective leadership from the shared insights and experiences gained. They also help executives gain the collective capabilities needed to assess the effectiveness of current strategy, explore different strategies and successfully operationalise their …

The Impact of Organisational Capabilities on Project Success

David Trafford, Peter Boggis and Frank Dannenhauer argue that one of the principal reasons why delivering projects aimed at implementing strategy remains a challenge is that insufficient attention is given to the embedded organisational capabilities that define an organisation’s trajectory. After all, the purpose of this type of project is to change the trajectory of the organisation – and increasingly …

Operationalising Strategy – Turning Strategic Intent into Operational Reality

David Trafford and Peter Boggis argue that there is often more to operationalising strategy than making structural changes, redesigning processes and training staff. For strategies to be truly successful, leaders need to create the conditions that enable the organisation to pull itself into an improved future – a future that not only reflects the strategic intent, but also becomes operational …

Making Your Strategic Signature Explicit

In this post David Trafford and Peter Boggis propose that the act of strategy development is essentially about deciding where an organisation aims to operate along a small set of strategic axes, where each strategic axis represents a source of value. Making these positions explicit as a strategic signature is an effective way of helping an organisation understand what it …

How Operating Principles Can Make Strategy Meaningful

Peter Boggis and David Trafford argue that the purpose of any strategy is to change an organisation’s trajectory, away from its current default future to one that is judged to be better. Unfortunately most strategies are too complicated, too detailed or too vague to be meaningful to the people who are expected to implement them. They lack a meaningful set …

Confronting your Organisation’s Default Future


Ambition Magazine, April 2018 edition, pages 1, 4, 32-35. Have you ever wondered why some organisations – whether large corporations, family businesses or not-for-profit enterprises – are more successful than others? Why is it that once-great companies like Compaq, WorldCom, Eastern Airlines, Woolworth Group, Blockbuster and Marconi no longer exist? Why is it that companies like Xerox, Blackberry, Kodak, RBS, …

Beyond Default Gets Five-star Book Review

Review by Gisela Dixon for Readers’ Favorite “Beyond Default: Setting Your Organization on a Trajectory to an Improved Future by David Trafford and Peter Boggis is a non-fiction business book on strategic management. Beyond Default is written for companies and organizations of any size, large or small, to enable them to assess their current strategy, and then develop and execute …

What’s Your Default Strategy

Dialogue Review, 14 September 2017 Every organisation has a ‘strategy’ – whether it’s intended, or not. All organisations need a strategy; indeed all organisations have a strategy – though they may not realise it. It may not be explicitly defined or clearly articulated, but the daily decisions and actions of an organisation’s leaders reflect that strategy. The only question is …

Why is Transformational Change so Difficult?

Marketing and Networking University, 25 October 2017 All the available evidence indicates that organisations are not good at delivering transformational change. Whether the transformation involves merging with another company, replatforming core IT systems or changing culture to become more customer-centric, the success rate – in terms of achieving the targets set at the outset – is often said to be …

Why Most Strategies Fail to Deliver

MBA World, 7 November 2017 Before the financial crisis of 2008, the leaders of the Royal Bank of Scotland (RBS) claimed that they didn’t need a strategy, as everything they did led to success! Maybe if they’d had a strategy the UK Government wouldn’t have had to inject £45 billion of taxpayers’ money to save the bank. In reality, RBS …