How To Develop Your Corporate Strategy

In this blog on how to develop your corporate strategy by The Center for Management & Organization Effectiveness, David Trafford and Peter Boggis offer six key points to keep in mind. Are you ready to get started with corporate strategy? If so, you’ve come to the right place. An effective corporate strategy is a crucial component of any successful corporation. …

Interview on Beyond Default Approach to Strategic Change

In this podcast New Work Revolution’s Brandon Allen explores some of the ideas in David and Peter’s book Beyond Default, including why the majority of strategies and transformation programmes fail to achieve their target outcomes and, more importantly, what can be done to increase the chances of success. BA: Talk to me about the genesis of this book, how did …

Succeeding at Corporate Transformation

In this webinar David Trafford and Peter Boggis discuss why corporate transformation remains such a challenge for many organisations, and what leaders can do to increase the chances for success. Corporate history is littered with examples of organisations that were unable to transform and, as a result, are no longer with us. Examples include General Foods (1990), Pan American World …

Setting Your Organisation on a Trajectory to an Improved Future

In this webinar David Trafford and Peter Boggis discuss the background to their book Beyond Default – Setting Your Organisation on a Trajectory to an Improved Future. They also discuss some of the book’s key ideas and case studies. Beyond Default is the result of a collaboration between David and Peter, who have worked together for over 25 years. During …

One trajectory leading to two futures

In this short video David Trafford and Peter Boggis discuss the competing commitments leaders face when confronting the default future of their organisation. When leaders confront the default future of their organisation, they also confront their own personal default future. If they choose to take their organisation on a different trajectory it’s natural for them to think about what it …

It all starts with collective leadership

In this short video David Trafford and Peter Boggis discuss the importance of collective leadership when developing and executing strategy. They believe that without collective leadership there will be no collective strategy, and without a collective strategy an organisation has very little chance of successfully changing its trajectory. Collective leadership is when an organisation’s leaders have collective ownership of, and …

Strategy should be operationalised not implemented

In this short video David Trafford and Peter Boggis discuss different approaches to executing strategy. Their view is that in the majority of cases strategy is implemented. This is when the organisation is pushed onto its target trajectory through the execution of a series of pre-planned tasks. This push approach assumes that organisations are deterministic and programmable, but we all …

Operating principles make strategic intent meaningful

In this short video David Trafford and Peter Boggis discuss the need to make strategic intent more meaningful to others. While strategies may be understood by those who developed them, they are often perceived as being too complicated, too detailed or too vague to the people expected to implement them. They often lack meaningful definitions of how things should operate …

Strategic intent is defined by a strategic signature

In this short video David Trafford and Peter Boggis discuss how the strategic intent of an organisation can be defined by its target positioning along a set of strategic axes. Each strategic axis represents a source of value to customers and other stakeholders. Collectively, the target positioning along each strategic axis defines the organisation’s target strategic signature. Examples of strategic …

Organisations are anchored by powerful forces

In this short video David Trafford and Peter Boggis discuss why organisations find it difficult to change. Even with new approaches to organisational and transformational change the success rate has not significantly improved over the past decades. In fact it’s often quoted that only about five percent of large-scale transformation programmes are successful. Also, 80 percent of mergers and acquisitions …