Tag: Tactics

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June 4, 2015

Strategy Execution – A Useless Misnomer

There is a much complained-about gap between strategy and results. There is also a thriving consulting business in attempting to close that gap. It has given rise to jargon, misnomers and other rubbish that thwarts the desired outcomes. Executing strategy is actually executing the tactics that make up the strategy. We implement strategy and execute […]

May 22, 2014

Reform or Remove - the Leader's Duty

The in-house architect was important to the success of the development project. She was talented, creative yet pragmatic and realistic in her technical design output. The leadership valued her work highly. But she was painful to work with. She was never wrong - in her opinion. She was rude, even brutal in her criticism of […]

March 18, 2014

Is Your Strategic Planning Process Inclusive?

The gap between strategy and outcome is often too great, isn’t it? When we speak of the strategic planning process we include implementation and execution, don’t we? If not then we are creating the first opportunity for the dreaded gap. However, we don’t need everyone involved in strategy to be involved in execution. We just […]

February 11, 2014

The Main Reason You Should Be Chosen as a Leader

It was not because you are a technical genius, nor an operations genius, marketing genius or sales genius. It is not because you have a PhD or an MBA or a list of other certificates, diplomas or degrees. It is not because you have years of experience in the company, nor an extensive industry network, […]

January 16, 2014

The Succession Storm Brewing

I’ve spoken about succession planning and practice awhile ago. Since then I’ve been struck by the number of stories I’ve heard about the difficulty in finding good people, talent and those ready to step up to leadership. Globally it remains a primary challenge. As I look around my client base, a mix of government and […]

January 14, 2014

9 Crucial Leadership Challenges

Most leaders were initially chosen to lead because of their technical or operational capability. Most of those that then make it through to the higher echelons of leadership are chosen because of their alleged track record and their relationships with their seniors and allied networks. The very few who also possess or acquire outstanding people […]

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