Below you'll find a list of all posts that have been tagged as “Organisational trajectory”
Ironically, the very capabilities that your organisation has developed over time, and that have made it successful in the past, can be the same ones that are anchoring it to its current trajectory. If the purpose of strategy is to change an organisation’s trajectory – to one that leads to an improved future – then the influence of these potentially …
If an organisation is serious about changing its trajectory, to one that takes it to its target – as opposed to its default – future, then it needs to execute a portfolio of change initiatives. These initiatives – whether they are programmes, projects or operational changes – need to be selected, prioritised, scheduled, reshaped, rescheduled and culled as the journey …
If an enterprise is serious about becoming more digital then it needs to rethink how the business and IT parts of its organisation can better use their different perspectives and complementary capabilities to turn an idea for a digital customer experience from concept to reality as seamlessly as possible. David Trafford and Peter Boggis believe that to achieve this a …
If the purpose of strategy is to change an organisation’s trajectory, from one that is taking it to its default future to one that is not only better but achievable, how are the strategic choices best made and how can the chosen strategy best be implemented? In this post, David Trafford and Peter Boggis present a framework for developing strategy …
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 …
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 …
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 …
In this short video David Trafford and Peter Boggis discuss the essential purpose of strategy. Unfortunately the term ‘strategy’ is often overused and frequently misused, to the extent that it has lost any meaning in most organisations today. Strategy should not be confused with ambition or planning. The essence of strategy are the choices that are made. And these choices …
