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The share market, government ministers … pretty much any stakeholder doesn’t like surprises, except of course if they are a nice surprise. Consequently, your Board is the same and this is why there is value in well thought through good quality predictions. When reporting to the Board on progress against your strategic plan, there is

Whether you’re a CEO, CFO, Head of HR, or in any strategic advisory role, your job is to guide, not control. If that doesn’t sit right with you, you might want to revisit an earlier blog I wrote. Once you accept that your role is to guide, the next question is: “How should I guide?”

I think it’s appropriate that, by chance, my 400th blog is about workshopping. Facilitating board, executive, and team workshops is my favourite part of what I do. It’s challenging, always incredibly interesting, and rewarding as I help others draw conclusions from their deliberations. Whether you call it a risk workshop or a strategy implementation workshop,

What can we learn from the Ford vs Holden rivalry that lasted 60 years? If you’re a younger reader you may well have started with the thought ‘WTF is he talking about?’. Chances are, if you’re a younger reader and into motor racing, you’re probably across the phenomenon. In a nutshell, the rivalry between these

Knowing what risks your strategy needs to tackle (see Better Boards and Better Strategy) is a brilliant start. But what about executing on your strategy? Recently I was training a strategy and change team in project benefits realisation. If you want me to sum up in a sentence the outcome I sought from the training,

More than ever, boards get the importance of having a very clear and common understanding of the strategic risks facing their organisation (see Better Boards). When I say “common” I mean a common understanding of the risks amongst directors AND the executive teams. If you understand your risks, you are much more likely to devise