Posts Tagged with "strategy"

#1f1: How written word leads people to misguidedly believe something is true.

Written documentation fosters shared meaning. So does giving something a name. But this can lead people to misguidedly accept that some things are true and unchangeable.Read more →

#6: Strategy vs. vision.

Strategy is not vision. Strategy has more in common with the minutiae of tactics than the aspirations of vision. Strategy provides a clear assessment of the situation — being strategic means to confront reality.Read more →

#6a: The strategic importance of key players.

Part of strategy is assessing and understanding key players, both available and missing. For each of the components of strategy — diagnosis, policy, and action — people are crucial.Read more →

#6b: Mission, vision, and strategy.

Mission is the "what" of your organisation, vision the "why", and strategy the "how".Read more →

Reference #40: An Elegant Puzzle

A strategy is practical, detailed, and provides an approach to a specific problem. Write as many strategy documents as you need.Read more →

Reference #41: An Elegant Puzzle

In "Good Strategy / Bad Strategy", Rumelt describes a strategy as having three parts: diagnosis, policies, and actions.Read more →

Reference #42: An Elegant Puzzle

A large part of writing good strategy is acknowledging constraints. These often involve people or organisational aspects which are uncomfortable to acknowledge — but these constraints cannot be solved without explicitly calling them out.Read more →

Reference #85: People Before Strategy

The most strategic planning doesn't consider key players in an organisation.Read more →

Reference #241: The First 90 Days

The best way to lead change depends on the situation. After identifying the most important problem, you need to assess whether the organisation is ready to change — in which case a plan-then-implement approach will work well — or whether you need to engage in collective learning.Read more →

Reference #250: The First 90 Days

Being a system, your organisational architecture comprises distinct interacting elements. These must be aligned to work for the organisation to work well.Read more →

Reference #251: The First 90 Days

Strategic direction comprises mission, vision, and strategy.Read more →

Reference #295: Empowered

There are three important differences separating strong companies from the rest:Read more →

Reference #296: Empowered

Product strategy is, for many companies, non-existent. Product teams are instead often working off a roadmap of features prioritised by business stakeholders.Read more →

Reference #300: Empowered

The responsibilities of leaders and managers are different, even though both roles may be covered by the same person.Read more →

Reference #473: Organizational Culture and Leadership

Strategy must consider and make sense within its organisation's culture. Shared assumptions about an organisation's identity are important elements of culture, and so limit strategic options. A strategy must be consistent with the organisation's assumptions about itself.Read more →