When your strategy is shackled to the annual planning process, you lose a uniquely powerful management tool.
s+b Blogs: Strategy & Leadership
- Historical and fictional accounts of King Henry V show how powerful the two disciplines can be when used together.
- Holding people, companies, or systems responsible for their mistakes is about more than just pointing a finger at the most convenient target.
- When it’s all on the line, when and how a decision is made matter just as much as whether it’s made in the first place.
- Answering two critical questions will fortify your company’s strategy—and your ability to implement it.
- Executives better serve their companies when they act as co-creators, rather than solo artists.
- Leaders who pass hard problems to their subordinates create cynicism, not success.
- Your summer vacation is the perfect time to relax, lie back, take in some sun, and learn something new about leadership.
- Confidence is critical to individual and organizational performance.
- Building a great team starts with being a great leader.
- How to navigate the twin demands of current performance and future investment.
- Effective leaders focus on powerful possibilities, not problems.
- Although culture is much more than an “enabler” of strategy, it’s no substitute for it.
- Navigating the media in a crisis is complex, but it starts with knowing when to surf and when to swim.
- Advantage is transient, but corporate identity is slow to change. Figure out that paradox, and your company will be primed for success.
- Customers and capabilities—not the competition—should take center stage when developing strategies.
- How embracing sensible legislation can unlock opportunity.
- It may be the best way to improve your organization’s performance.
- It takes discipline to empower others to awaken their creativity, energy, and spontaneity.
- Is it time to add some civil disobedience to the civil discourse?
- The Best s+b Blog Posts of Q1.
- Our firm, now called Strategy&, joins the PwC network.
- Catastrophes bring out the true nature of a leader’s innate capacity to do the right thing.
- Hiring employees with greater qualifications than you need may seem like a bargain, but it carries real risks.
- Many adjacency moves fail because they’re driven by the wrong motives. But a lot can be learned from those that succeed.
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