By Michael Wilkinson on February 19, 2013
The Drivers Model is the tool I have been using for over two decades to provide a robust yet simple method for taking an organization through strategic planning, project planning, program planning and numerous other planning activities. The Drivers Model is fully scalable and applies to Fortune 500 companies, non-profit organizations and government agencies, as well as an entire enterprise, a business unit, a field office, an individual department, or a work team.
Let’s start with the four key strategy questions the Drivers Model answers.
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By Michael Wilkinson on January 30, 2013
Two critical components of the Drivers Model are the mission and the vision. When it comes to strategy, do you know the difference between the two? (And, yes, there is a difference!)
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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 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 recent high profile failures […]
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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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Carter McNamara of Authenticity Consulting, LLC, provides organizational development, consultant training and Action Learning services, and is developer of the Free Management Library.