Expert Insights on Strategic Planning & Execution

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To reach your destination, a strategic plan is the ultimate map. It not only identifies the most effective route but also shows you how to keep moving when you encounter inevitable roadblocks. Stick to the map to get to your goal.

WHAT YOU WILL LEARN

  • Acquire insights on how to respond intelligently to unexpected favorable outcomes.
    Acquire insights on how to do sensible strategic planning.
    Acquire insights on strategy development and gaining competitive advantage.
    Acquire insights on the different ways to execute strategy in an organization.
    Acquire insights on how leaders can move from tactics to strategy.
    Acquire insights on the importance of prioritization and collaboration to execute strategy.
    Acquire insights on how to execute strategies from the top down.
    Acquire insights on complexity and execution of plans in the workplace.
    Acquire insights on the gaps that may occur between plans, actions, and outcomes.
    Acquire insights on a three-step process for closing gaps to execution.
    Acquire insights on how leaders fail to execute on their strategy.
    Acquire insights on the importance of planning in three dimensions.
    Acquire insights on the four a's of achievement to reach your goals on time.
    Acquire insights on applying aristotle's three ancient virtues into the modern world business.
    Acquire insights on the three strategies for p&l management.
    Acquire insights on how to succeed with executing strategy.
    Acquire insights on the two parameters that drive double digit growth in organizations.
    Acquire insights on the importance of making decisions based on evidence and data in management.
    Acquire insights on how organizations can rethink the way they make strategies in tactical times.
    Acquire insights on how managers can get more things done by knowing the three elements of execution.
    Acquire insights on how to learn from your non-customers as a part of blue ocean strategy.
    Acquire insights on the importance of aligning the strategic plan with the business plan of an organization.
    Acquire insights on the importance of having a clear direction in leadership.
  • Acquire insights on the importance of focusing on the top line of an organization.
    Acquire insights on the importance of global perspective through a real-life example.
    Acquire insights on the importance of "golden circle" for the success of an organization.
    Acquire insights on how a network of country managers can help a global company achieve success.
    Acquire insights on the major transformation that proctor & gamble went through by simplifying an inefficient matrix organization.
    Acquire insights on the factors to consider before expanding to a foreign country.
    Acquire insights on the gap between knowing and doing, and how leaders can overcome it.
    Acquire insights on how to use wildcards to help your team adjust to unexpected changes.
    Acquire insights on the questions to ask after completing an orthodoxy exercise.
    Acquire insights on how ceos lead their companies by heavily investing in their people.
    Acquire insights to understand that the success or failure of jumping uncertainty gaps depends on how far you jump.
    Acquire insights to understand that planning by itself it not strategy, you need to think before you plan.
    Acquire insights to understand that to become a better strategist, start asking why things are the way they are.
    Acquire insights on how to effectively influence strategy.
    Acquire insights on understanding that doing is action, action is progress to make sure your innovation projects don't succumb to dream status.
    Acquire insights on creating an innovation agenda to quickly clarify where to start and how to get started on a project.
    Acquire insights on understanding that innovation leaders who emphasize progress earn credibility for themselves and gain resources for their projects.
    Acquire insights on understanding how principles of visual management can help you take a physical work approach to knowledge work.
    Acquire insights on taking an agile approach to managing your projects.
    Acquire insights on the most commonly encountered growth challenges.
    Acquire insights on engaged and energetic front line.
    Acquire insights on the value and art of simplifying as it relates to profitable growth.

IN THIS COURSE

  • Locked
    1.  Strategic Planning: Respond Intelligently to Happy Accidents
    4m 1s
    We’re told it’s better to be proactive than reactive; but the world is not predictable. FREE ACCESS
  • Locked
    2.  Sense Making In Strategic Planning
    1m 49s
    To make sense in a strategic plan: 1) get outside points of view; 2) allow space for the conversations to take place; 3) state your beliefs in the plan and the strategy based on those beliefs; then ask; 4) Do we still believe that? What happens if we’re wrong? FREE ACCESS
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    3.  Three Approaches to Strategy Development
    2m 31s
    You can do what your competitors understand; or do what they do; but to establish a competitive advantage do what your competitors don’t understand and can’t do. FREE ACCESS
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    4.  Executing Strategy
    1m 47s
    1) Leaders can set strategy but the followers are the real players. 2) Most work occurs across silos; not via the organization chart. 3) Use visual media to follow up; not reports and speeches. 4) Emphasize goal setting and alignment over performance appraisals. FREE ACCESS
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    5.  From Tactics to Strategy
    3m 10s
    First; make sure you have great reporting. You need a dashboard and exceptions. Others need to look at everything; you don’t. Then worry less about efficiency and more about effectiveness — less about what and more about why. Force-rank your priorities. FREE ACCESS
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    6.  Prioritize and Collaborate to Execute Strategy
    2m 5s
    The advice sounds obvious; but is typically ignored. If you start something new; stop something else. Keep initiatives to the top two or three. If we don’t collaborate when we reach the C Suite it’s because we view it as a competition; I won; you lost. FREE ACCESS
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    7.  Execute Or Be Executed
    2m 28s
    The best strategy is nothing without the ability to execute. Grattan Kirk explains what it takes to deliver on strategy from the top down. FREE ACCESS
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    8.  The Greatest Enemy of Execution
    1m 51s
    The greatest single enemy of execution is complexity. FREE ACCESS
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    9.  Gaps in Execution
    2m 22s
    Gaps occur between plans; actions; and outcomes. FREE ACCESS
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    10.  Closing Gaps to Execution
    3m 37s
    First; decide what you really want; not just a wish list. Second; tell people what to achieve and why; with what resources; but not how. Then ask them explain it back; in twice the time you explained it. Third; give them space and support to adapt to the unexpected. FREE ACCESS
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    11.  Why Organizations Fail to Execute on Their Strategy
    2m 57s
    We think about goals and people with different parts of the brain. Thinking about one shuts off access to the other. Thus; leaders tend to focus on goals and ignore the implications of those goals for the people who are asked to achieve them. FREE ACCESS
  • Locked
    12.  Plan in 3D
    3m 16s
    The perfect plan is impossible. That's why you should be planning in 3D. FREE ACCESS
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    13.  The Four As of Achieve
    3m 41s
    Actually achieving a plan as outlined can be a challenge, but by practicing the "four As of achieve," your team can reach its destination on time. FREE ACCESS
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    14.  Strategy Is a Verb
    2m 19s
    Aristotle's ancient virtues can be used as a modern strategic guide to business. FREE ACCESS
  • Locked
    15.  Three Strategies for a Better P&L
    2m 34s
    Managing your P&L is much easier if you think of it as one giant checkbook. FREE ACCESS
  • Locked
    16.  How to Succeed with Strategy
    2m 13s
    Many organizations fail to execute on strategy because of flawed implementation. Here are four tips for succeeding with strategy. FREE ACCESS
  • Locked
    17.  Conclusions on Double Digit Growth
    2m 42s
    Michael Treacy summarizes what he has learned from his research and experience about growth. FREE ACCESS
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    18.  Evidence-Based Management: The Keys to Great Decision Making
    4m 52s
    What gets companies in trouble is what they think they know that isn't true. FREE ACCESS
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    19.  Strategic Thinking in Tactical Times
    3m 46s
    Joe DiVanna had a diverse group of 30 people write a 45;000-word book on strategy in 24 hours. FREE ACCESS
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    20.  The Three Elements of a Great Execution
    1m 46s
    A manager can be a brilliant strategist but not get things done; the world pays for results; not brilliant thinking. FREE ACCESS
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    21.  Blue Ocean Strategy: Learn from your Non Customers
    2m 26s
    Current customers only want more for less. Ask non customers instead. FREE ACCESS
  • Locked
    22.  Strategic Planning and Alignment
    3m 7s
    The business plan and strategic plan should be the same. FREE ACCESS
  • Locked
    23.  The Power of Clear Direction
    3m 5s
    When asked to choose between growing revenue and renewing the technology base if push came to shove; a CEO told the entire company; “When in doubt; technology comes first.” The example demonstrates the power of clear direction. FREE ACCESS
  • Locked
    24.  Put Your Focus on the Top Line
    1m 58s
    The most important advice he ever received was to focus on the top line. FREE ACCESS
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    25.  The Importance of a Global Perspective
    3m 22s
    Performance improved when white workers in a Texas plant created their own goals and performance measures. However; there were misunderstandings when workers with different ethnic backgrounds in another plant tried to do the same. Communication is key. FREE ACCESS
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    26.  The Golden Circle: The Three Essential Elements of Organizational Success
    5m 29s
    Three concentric circles are WHAT we do; HOW we do it; and WHY; with WHY in the center; and HOW on the outside. FREE ACCESS
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    27.  How to Succeed As a Global Company
    2m 39s
    The key is a network of country managers; selected by the CEO; who act as a team. Managers manage their country and build value across countries and to the center. The center builds value to the countries. Incentives encourage two-way communication. FREE ACCESS
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    28.  Procter & Gamble: A Major Transformation
    4m
    Procter & Gamble simplified an inefficient matrix organization to one that placed equal emphasis on maximizing profits; increasing sales; and reducing costs. The new organization succeeded because it encouraged people in different areas to work with each other. FREE ACCESS
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    29.  Before Expanding to a Foreign Country
    1m 48s
    When expanding into a foreign country decisions include whether to 1) send your own people or teach your values to people already there; 2) standardize or modify your products; and 3) standardize or modify your performance appraisal system. FREE ACCESS
  • Locked
    30.  The Knowing-Doing Gap
    3m 55s
    Leaders should both know and do. FREE ACCESS
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    31.  Wildcards
    2m 33s
    Ideas are rarely implemented according to plan. Use wildcards to help your team adjust to unexpected changes. Give them ten minutes to plan something; but pull a wildcard after seven: no money; no time; a market shift; etc. New constraints encourage innovation. FREE ACCESS
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    32.  After You Complete an Orthodoxy Exercise
    2m 36s
    After you question some basic beliefs; you can focus on questions you should ask. Change your perception to be more creative. Use analogy brainstorming; how would Google attack this problem? How would constraints change your attack? Test as quickly as possible. FREE ACCESS
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    33.  How CEOs Lead Their Companies in India
    3m 24s
    Major companies in India such as Tata invest heavily in their people. They also invest heavily in their communities and their country; by building roads; hospitals; and schools. Michael Useem thinks U.S. companies should do the same. FREE ACCESS
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    34.  Jumping Uncertainty Gaps
    3m 32s
    The success or failure of jumping uncertainty gaps depends on how far you jump. Max McKeown shares examples from the Lego Group as a lesson in risk-taking. FREE ACCESS
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    35.  Think Before You Plan
    3m 24s
    Planning by itself is not strategy; leaders need to spend time thinking to build a successful scheme. FREE ACCESS
  • Locked
    36.  Becoming More Strategic
    3m 8s
    To become a better strategist, start asking why things are the way they are. FREE ACCESS
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    37.  How to Influence Strategy
    2m 42s
    The energy, attitude, and language leaders bring to the table influences strategy, from the idea phase all the way through execution. Make sure you’re pulling people instead of pushing them away. FREE ACCESS
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    38.  Defining Progress
    2m 43s
    A vision without action is a dream. Doing is action; action is progress. Make sure your innovation projects don’t succumb to dream status. FREE ACCESS
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    39.  Innovation Agenda
    3m 9s
    Creating an innovation agenda is just the tool you need to quickly clarify the often complex decision of where to start and how to get started on a project. FREE ACCESS
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    40.  Focus on Progress
    2m 50s
    Innovation leaders who emphasize progress earn credibility for themselves and gain resources for their projects. FREE ACCESS
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    41.  Visual Management: A Physical Approach to Knowledge Work
    3m 45s
    It is easier to design physical work than it is to design knowledge work. However, the principles of visual management can help you take a physical work approach to knowledge work. Find out how. FREE ACCESS
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    42.  The Agile Approach to Managing Your Projects
    3m 18s
    Taking an agile approach to project management means you remain flexible. Agile is a philosophy that means you reject rigid targets and planning, you constantly adapt to consumer demand, and you embrace innovation and change throughout your organization. FREE ACCESS
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    43.  The Most Commonly Encountered Growth Challenges
    3m 20s
    It is imperative that fast-growth organizations pay close attention to the most commonly encountered growth challenges. Of all the challenges that can obstruct businesses with high-growth aspirations, there are four distinct challenges that account for around two-thirds of those experienced by leaders of these high-growth companies. The challenges are revenue growing faster than talent, the unscalable founder, weakening of the customer voice, and loss of accountability. FREE ACCESS
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    44.  An Engaged and Energetic Front Line
    4m 5s
    Most strategies break down is at the front line of the business, but the opposite can also happen: front-line employees who take responsibility as if they were owners. Research shows, however, that employees with a strong emotional connection are four to five times more likely to offer innovative ideas and to spend their own extra time with customers. FREE ACCESS
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    45.  The Value and Art of Simplifying
    4m 44s
    While complexity is ironically a product of growth and success, it is also the biggest silent killer of subsequent profitable growth. Using repeatable models at the center of strategy and learning will help you control complexity and win more repeatedly. FREE ACCESS

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