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There often exists both documented and undocumented performance drivers that exert unintended pressure on individuals to act in ways counter to achieving the organization’s mission goals.
Question: Feedback indicates my company’s current leadership training program, though inexpensive, yields little to no value. My research shows that an alternative training program has produced superior, measurable results at other organizations. How should I go about selling my manager and the organization on the need to change from our current training program to this […]
Decision-makers and implementers must clearly understand the desired opportunity or problem outcomes in order to effectively select and execute appropriate actions. Without a well defined focal point, decision-makers and implementers risk selecting and performing either inefficient or inappropriate actions; expending resources on low value adding activities thereby diminishing an opportunity’s benefits or increasing a problem’s adverse impacts. Clear, concise opportunity and problem statements enable decision-makers to more readily identify the appropriate solution alternative and give implementers a target against which they can judge the effectiveness of their actions.
StrategyDriven contributors are pleased to announce the release of our sixth model: Information Development Model. This model illustrates the evolution of raw statistical data collected from business operations and the marketplace into highly refined information that provides executives and managers with the insights necessary to set strategic direction and establish day-to-day priorities.
An individual’s perception of circumstances and events is largely shaped by his/her knowledge and experience, beliefs, values, and biases.
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