Posted by: Kim Warren
S+B reports onThe Three Laws of Performance: Rewriting the Future of Your Organization and Your Life by Steve Zaffron and Dave Logan.
In spite of the tired marketing gimmick of ‘X things to do to achieve Y’, the book’s basic premise is sound. Define the ‘default future’ for your organization – the future that is coming towards you, given the current circumstances and plans and given likely external events. Then ‘re-write’ an improved future, work back ...
Continue Reading → SharePosted by: Kim Warren
HBR is dusting off some old but useful articles in this collection Maximize Your Strategy.
Three Keys to Effective Execution at least makes the point that great strategy is no use if it is not implemented well and fast. Unfortunately, the advice is a bit too self-evident and general to be helpful – you should [a] maintain your focus [b] develop tracking systems and [c] set up formal reviews.
Turning Great Strategy into Great Performance reports ...
Continue Reading → SharePosted by: Kim Warren
Good discussion of M&A in strategy+business from Booz. Points out that making acquisitions is, like most other activities, something you get better at with practice, so skilled companies build real capability at doing it. Cisco is a well-known case [also with much skill at alliances prior to possilbe acquisition - Google will point to tons of stuff on them] and this article highlights Johnson & Johnson. Especially useful extra, though, is the guidance offered on managing the process. ...
Continue Reading → ShareGreat video with Adam Werbach, author of Strategy for Sustainability: A Business Manifesto, shares an adaptation from his book and talks with the McKinsey Quarterly about trading in green fashion for more enduring business solutions. Practial and commercial.
Continue Reading → SharePosted by: Kim Warren
Strategy and decision-making simply get too little attention, according to latest solid evidence on this topic, in an academic paper too. How Relevant Is the MBA? [details below] took the simple but powerful approach of comparing the content-mix of 373 MBA programs with the managerial requirements specified in companies’ competency models. Over-weighted and under-weighted content were …
Too much:
Too little:
