Making strategy work

Jul 16th

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Between developing strategy and its successful execution lies a high risk territory where things can go wrong. In this issue we discuss how to head off these risks and realise your ambitions. This booklet also includes client stories on Balfour Beatty, Mondi, Addleshaw Goddard and the Foreign & Commonwealth Office.

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This article is filed under: Change, making strategy work, strategic capability, strategy, strategy development, strategy implementation

Issue 10: meaningful engagement

Jul 16th

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Engagement is one of the most critical processes in a high performing organisation, yet it is often one that falls between the cracks in the organisation chart. Issue 10 includes client stories on AstraZeneca, NHS Live and the Environment Agency, and chapters on: Who leads on engagement?, How do you engage and empower the frontline? and Whose job is it anyway?

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This article is filed under: Change, employee motivation, strategic capability, strategic communication, strategy

Issue 09: making strategy live

Jul 16th

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Many leaders find they spend more time talking about their strategy with the Board than with the rest of the organisation. Issue 09 explores how to make your strategy more than a document, using Billy Elliot: The Musical to tell the story, and includes tips for creating momentum in your strategy planning.

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This article is filed under: Change, making strategy work, strategic capability, strategy, strategy development, strategy implementation

Issue 08: building an intuitive organisation

Jul 16th

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Applying ‘best practice’ is too often like sticking a bandage on a headache. An organisation needs to understand itself before it can identify what it needs, or how to adapt best practice to make it relevant. Issue 08 includes client stories on Foreign & Commonwealth Office and professional services firms, and chapters on insights from our research, engagement with outcomes and how intuitive is your organisation?

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This article is filed under: business capability, organisation, organisation design, organisational culture, organisational performance

Issue 07: holding on and letting go

Jul 16th

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We explore one of the most difficult questions for leaders: what to hold on to in order to keep the organisation on track, what to let go of so that the organisation can discover better pathways. Issue 07 includes client stories on PC World, Balfour Beatty Rail and Birmingham City Council, and chapters on the controlling leader, the enabling leader and leading on principle.

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This article is filed under: employee motivation, leadership, leadership development, transformational leadership

Issue 06: de-fogging

Jul 16th

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Many organisations are caught in the mists of obscure messages and conflicting signals. Strategic communication is about clearing away this obscurity and confusion – de-fogging – and replacing it with clarity to deliver your strategy. Issue 06 includes client stories on Procter & Gamble, The British Library and the Royal Marines, and chapters on who owns strategic communication?, change and reputation, and engaging people in strategy.

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This article is filed under: business capability, organisation, organisation design, organisational performance, strategic communication

Issue 05: decluttering

Jul 14th

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The uncomfortable truth is that in large organisations huge amounts of peoples time is consumed doing things which add no value. The result is tired people and tired organisations, and this carries a heavy cost. Issue 05 includes chapters on clutter culture, the underlying causes and what can we do to reduce volume?

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This article is filed under: business capability, coaching, leadership, organisation, organisation design, organisational performance, time management, transformational leadership

Issue 04: managing the energy in M&As

Jul 14th

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All creatures respond with a surge of energy to a threat or an opportunity; a change of ownership represents both. Take the practical steps to ensure this organisational energy helps unlock the potential of your new business. Issue 04 includes client stories from Diageo and the manufacturing sector, and includes chapters on understanding energy as an asset, plotting the energy curve and releasing energy.

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This article is filed under: organisation, organisation design, organisational energy, organisational performance