Too often, corporate policies are the ‘little white lies’ no one likes to talk about. Philosophically, corporate policies should reflect the expectations of company leaders and drive management’s decisions and employee actions. Upon closer examination, however, management’s decisions and employee actions are anything but aligned with documented expectations; with few seemingly concerned about the discrepancy.
The Oracle Speaks: Warren Buffett In His Own Words edited by David Andrews About the Book The Oracle Speaks: Warren Buffett In His Own Words edited by David Andrews reveals the life and business philosophies of one of the world’s most successful businessmen in a way no other book can… directly from the words of […]
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Human beings live to attract goals. Organizations get people caught in activity traps…unless managers periodically pull back and reassess in terms of goals. Managers lose sight of their employees’ goals. Employees work hard, rather than productively. Mutually agreed-upon goals are vital. Failure can stem from either non-achievement of goals or never knowing what they were. […]
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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Special Edition 64 – An Interview with Jason Jennings, author of The Reinventors explores how […]
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No organization can do it all. Resource limitations drive leaders to choose from those activities that will maximize the benefit derived from the assets the organization does possess.
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Why Some Firms Thrive While Others Fail: Governance and Management Lessons from the Crisis by Thomas Stanton About the Book Why Some Firms Thrive While Others Fail by Thomas Stanton examines the fundamental shortcomings of both public and private financial sector companies as revealed during America’s ‘Great Recession.’ Thomas focuses on the areas of management, […]
Every decision involves risk, with time underlying all mitigating factors. Some decisions occur too late, resulting in the forfeiture of a situational opportunity, competitive advantage, or adverse outcome avoidance. Other decisions are made too quickly, unnecessarily increasing risk because of diminished data gathering and contemplation that better informs the choice.
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The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change by Jason Jennings About the Book The Reinventors by Jason Jennings provides a step-by-step method for continuously evolving one’s organization such that it remains ever relevant in today’s rapidly changing business environment. Jason examines not only the change methodology to be employed but provides insights to […]
Feedback mechanisms serve as a reflection of an organization, business unit, department, or individual’s performance. At times, these mirrors reveal exceptional performance; in other cases, good or satisfactory performance; and in some instances poor or unacceptable performance. Too often, the individual or group holding the mirror, whether a performance metric, an internal self-assessment, or a third party audit, is blamed for the performance indicated. Regardless of who provides the performance report, this person or group should not be attacked for identifying instances of success or failure.
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Corporate Cultures – Why Policies Don’t Match Actions
/in Corporate Cultures, Organizational Accountability, Premium/by StrategyDrivenToo often, corporate policies are the ‘little white lies’ no one likes to talk about. Philosophically, corporate policies should reflect the expectations of company leaders and drive management’s decisions and employee actions. Upon closer examination, however, management’s decisions and employee actions are anything but aligned with documented expectations; with few seemingly concerned about the discrepancy.
Recommended Resources – The Oracle Speaks
/in Leadership Inspirations, Practices for Professionals, Recommended Resources/by StrategyDrivenThe Oracle Speaks: Warren Buffett In His Own Words edited by David Andrews About the Book The Oracle Speaks: Warren Buffett In His Own Words edited by David Andrews reveals the life and business philosophies of one of the world’s most successful businessmen in a way no other book can… directly from the words of […]
Leadership Inspirations – Achieving Failure While on the Brink of Success
/in Leadership Inspirations/by StrategyDriven“On the plains of hesitation bleach the bones of countless millions who on the dawn of victory paused to rest and while resting died.” Author Unknown
The Big Picture of Business: Goal Setting… An Important Part of Strategic Planning.
/in Strategic Planning/by Hank MooreHuman beings live to attract goals. Organizations get people caught in activity traps…unless managers periodically pull back and reassess in terms of goals. Managers lose sight of their employees’ goals. Employees work hard, rather than productively. Mutually agreed-upon goals are vital. Failure can stem from either non-achievement of goals or never knowing what they were. […]
StrategyDriven Podcast Special Edition 64 – An Interview with Jason Jennings, author of The Reinventors
/in Change Management, StrategyDriven Podcast/by StrategyDrivenStrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Special Edition 64 – An Interview with Jason Jennings, author of The Reinventors explores how […]
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Alternative Selection Best Practice 6 – Select What Not To Do And Stick With It
/in Alternative Selection, Premium/by StrategyDrivenNo organization can do it all. Resource limitations drive leaders to choose from those activities that will maximize the benefit derived from the assets the organization does possess.
Recommended Resource – Why Some Firms Thrive While Others Fail
/in Management & Leadership, Recommended Resources, Risk Management/by StrategyDrivenWhy Some Firms Thrive While Others Fail: Governance and Management Lessons from the Crisis by Thomas Stanton About the Book Why Some Firms Thrive While Others Fail by Thomas Stanton examines the fundamental shortcomings of both public and private financial sector companies as revealed during America’s ‘Great Recession.’ Thomas focuses on the areas of management, […]
Decision-Making Best Practice 19 – Identify the Decision Timeframe
/in Decision-Making, Premium/by StrategyDrivenEvery decision involves risk, with time underlying all mitigating factors. Some decisions occur too late, resulting in the forfeiture of a situational opportunity, competitive advantage, or adverse outcome avoidance. Other decisions are made too quickly, unnecessarily increasing risk because of diminished data gathering and contemplation that better informs the choice.
Recommended Resource – The Reinventors
/in Change Management, Management & Leadership, Recommended Resources/by StrategyDrivenThe Reinventors: How Extraordinary Companies Pursue Radical Continuous Change by Jason Jennings About the Book The Reinventors by Jason Jennings provides a step-by-step method for continuously evolving one’s organization such that it remains ever relevant in today’s rapidly changing business environment. Jason examines not only the change methodology to be employed but provides insights to […]
Evaluation and Control Program Best Practice 5 – Don’t Break the Mirror
/in Business Performance Assessment Program, Evaluation & Control Program, Premium/by StrategyDrivenFeedback mechanisms serve as a reflection of an organization, business unit, department, or individual’s performance. At times, these mirrors reveal exceptional performance; in other cases, good or satisfactory performance; and in some instances poor or unacceptable performance. Too often, the individual or group holding the mirror, whether a performance metric, an internal self-assessment, or a third party audit, is blamed for the performance indicated. Regardless of who provides the performance report, this person or group should not be attacked for identifying instances of success or failure.