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
Last week I spoke on strategy execution at the Better Boards conference in Brisbane, Australia. As speaker after speaker addressed the audience, it became increasingly clear that boards and their advisers are “getting” strategy and risk are two sides of the same coin. The need for managing risk to help ensure organisational success was a
Uncertainty is a tough opportunity for leaders. How can it be otherwise? If there was enough certainty, where’s the challenge? Too often, leaders find themselves stuck in decision bottlenecks or recycling the same decisions again and again. The same topics return to the agenda like a boomerang. Why? Because the hard-smart work wasn’t done –
You can always learn. I was watching a webinar on how to conduct “Executive Briefings”. It was coming from a sales perspective. The very clear message is that they were the equivalent of an “Executive Defibrillator”. That is, a briefing that addresses a current problem, or problems, the executive is facing. While this webinar was