By Michael Wilkinson on February 6, 2012
The table below summarizes the definition of each component of the Drivers Model. Vision A picture of the “preferred future”; a statement that describes how the future will look if the organization fulfills its mission. To be the place where meeting planners meet Mission A statement of the overall purpose of an organization which describes [...]
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By Michael Wilkinson on January 31, 2012
As the strategy leader, you have seven activities to which I recommend you pay close attention to build a strong strategy that has full buy-in and commitment. Gain your team’s commitment and buy-in to the process If your leadership team members are like most with whom I have worked, they are stretched for resources and [...]
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By Mark Rhodes on December 8, 2011
THE BRAIN is wider than the sky, For, put them side by side, The one the other will include With ease, and you beside. Emily Dickinson’s greatest accomplishment, I think, is that she taught us to wonder. In Part One of her series called Life, the poet has us thinking about the vastness of our [...]
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By Michael Wilkinson on November 2, 2011
Leadership Strategies has developed the Drivers Model, a method for taking a strategic approach to addressing a business situation. The model provides a simple communication tool for helping organizations construct a strategic plan. The model is fully scalable and applies to Fortune 500 companies, non-profit organizations, a field office, an individual department, a work team, [...]
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By Mark Rhodes on October 21, 2011
Good Strategy Bad Strategy This fresh approach to strategic thinking, just published in 2011, begins with tales of battles at sea in the days of Napoleon and continues to explain what kinds of strategies have made the difference for modern companies like Apple, Wal-Mart, Cisco, Starbucks and Wells Fargo. Author Richard Rumelt shows that many [...]
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By Michael Wilkinson on October 18, 2011
Developing strategy takes time and resources. It requires the time and commitment of some of the most highly paid and highly experienced people in your organization. So, if your team isn’t willing to invest what is needed, I recommend that you don’t do it. Poor planning is often worse than no planning at all. So, [...]
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By Michael Wilkinson on October 11, 2011
When developing strategy, managers are often called upon to interview executives and other managers on a variety of issues facing an organization. Questions often arise concerning the organization’s vision, or its critical success factors, or key strategies, objectives or goals. “What is a strategy? How does it differ from a goal or an objective? How [...]
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By Mark Rhodes on September 12, 2011
Recent attention to the Recommendations of the 9/11 Commission remind us of their key finding: A failure to “connect the dots” and imagine what was being planned by the terrorist community was an important contributing factor to the September 11 attacks. The Commission concluded that “the most important failure was one of imagination.” While the [...]
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By Mark Rhodes on May 20, 2011
Biographers of Napoleon Bonaparte talk about his ability to size up a situation with a single coup d’oeil, (pronounced koo-DOY), meaning “a stroke of the eye” or “glance.” Napoleon was so knowledgeable about his strategic situation—the landscape, the enemy, available technology, similar situations from the past—that he could understand and respond quickly to ever-changing circumstances. [...]
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By Carter McNamara on April 7, 2011
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Mark Rhodes' expertise spans business strategy, strategic decision making, and organizational design and change. His work includes advice on design and measurement of innovative work systems.
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Carter McNamara of Authenticity Consulting, LLC, provides organization development, strategic planning and consultant training services, and is developer of the Free Management Library.
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