All of us take notes. How we learned to do that, though, varies. Our approach has evolved over time, trying to keep up wth our need to stay organized and on top of the world around us. Over the past few months, Mark has taken a deep dive into the world of note taking, researching what has revealed itself to be a deep and convoluted rabbit hole. If you strive for organization, this is a webinar that you won’t want to miss.
Love books? Fascinated by strategy? Looking to be the best leader that you can be? Then have we have your new hangout on the interwebz: Strategy Books. Where to find what’s new, what’s awesome and what’s classic in the world of strategy.
Strategic planning is about making a major commitment to your future. Finding the right consultant to guide you is therefore a critical decision. And yet, too often, not enough attention up front results in a painful hiring process at best, and the wrong fit at worst.
A recent meeting participant suggested that short workshops are the only way a group can get meaningful discussion happening. By extension, they perceive that long workshops are simply show-and-tell sessions. May experience says that they’ve been railroaded in the past, and are being misguided today.
The idea of strategy execution is getting a lot of play recently. There is a belief that this is a new area of exploration, poorly explored, with very little written about it. This is an idea that is, quite frankly, patently absurd.
Few people in the world of business would dare to make the claim that they aren’t strategic. It’s viewed as a necessary capability. But one of the problems with the whole concept of being strategic, unfortunately, is that we’re not entirely sure what it means.
A recent conversation with a senior manager at a large, well-respected organization stopped me in my tracks. Their organization had no clear strategic direction. Not only was there no well defined strategy, but the absence of strategy was a conscious and deliberate choice of the executive team. Which is complete and utter madness.
Organizational crises take precedence. The temptation can be to react first, and act questions later. The consequence, though, is that you lose sight of what’s really important. Strategy needs to come first. Here’s why.