Below you'll find a list of all posts that have been tagged as “Strategy execution”
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 …
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 …
David Trafford and Peter Boggis argue that organisational capabilities have an important role to play when developing strategy or implementing change. They discuss how existing organisational capabilities can inhibit change by anchoring an organisation to its current trajectory – thereby taking it to its default future – and that new organisational capabilities are needed if an organisation is to have …
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, …
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 …
Executive Magazine, November 2017 “All organisations have a default future – as do individuals, families, communities and societies. It’s the place they will end up if no action is taken, other than that which is currently planned. If the default future is judged to be an attractive destination, then there is no need to take any action; you’ll arrive there …
The HR Director Magazine, February 2018 edition, pages 48-49 Conventional thinking on strategy is that it begins by defining a compelling vision, complete with big, hairy, audacious goals (BHAGs). Then follows a plan for achieving the vision that is executed flawlessly. Sounds easy. So why is corporate history littered with organisations that have failed to react to change? The evidence …
Review by Graham White for The HR Director “In a world that has lost sight of the ageless skill of prescience Trafford and Boggis have produced a masterpiece of writing that in less than 300 pages delivers a new and innovative approach to developing, applying and implementing executive strategy. Despite asking question after question; (three in the first sentence of …
The Next Ten Years, 26 February 2018 Nick Bush from The Next Ten Years interviews David Trafford on the thinking behind the book Beyond Default. NB: The idea of an organisation being on a trajectory is a compelling one, but I’ve not seen it articulated in this way before. Has anyone else defined strategy in a similar way before? DT: Not …
