How Many of Your Organization’s Strategic Initiatives Succeed?

My guess is that your answer is less than half or at least “not enough of them.”

Delivering on strategic initiatives on time, every time, is the hallmark of organizations that are best in the world at executing strategy, and they’re rewarded with a premium put on the value of their company.

Organizations that can’t deliver on their strategic initiatives fail at executing their strategy, and organizations that fail at executing strategy will not survive. It is just that simple. Improving how your organization delivers strategic initiatives increases your ability to execute strategy and, therefore, should be one of your organization’s top business imperatives.

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A Leadership Manifesto: 10 Keys To Living Courageously

By Grant Wattie
President, N2Growth Australia

You will never do anything in this world without courage. It is the greatest quality of the mind next to honor” ~Aristotle

The word manifesto can be traced back to the Latin root manifestum, which means clear or conspicuous. A manifesto is defined as a declaration of beliefs, opinions, motives, and intentions. In other words, a document that an organization or person writes that declares what they value.

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Addicted to Wealth

By Grant Wattie
President, N2Growth Australia

“Wealth is like sea-water; the more we drink, the thirstier we become.” ~Arthur Schopenhauer, German Philosopher

If Schopenhauer’s quote is true, then the mining magnate, Gina Rinehart (one of the richest women in the world who’s worth an estimated $12 billion) is very thirsty indeed.

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What We Can Learn About Leadership From Maker Of Nutella

By John Baldoni
Chair, Leadership Development, N2Growth

I have to confess that I knew nothing about Michele Ferrero until I read of his passing. Which is not surprising. As The Economist noted in his obituary, this Italian businessman from the Piedmont gave only one interview in his entire life. It was to Italy’s La Stampa and he did so wearing sunglasses, to shield his weak eyes a well as to recede into the background.

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Mediocrity and disappointment are the outcome from following “Best Practices” for Managing Strategy

By Mark Hefner
Global Practice Chair, Strategy N2Growth

Strategy management processes and the so-called “best practices” most organizations follow have not kept pace with the demands of the marketplace and the performance expectations of shareholders. By definition, best practices are “tried and true,” meaning they have been around for a long time—too long.

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The Truth About Titles

A Chief What Officer? The truth about titles.

By Brody Clemmer
Chief Innovation Officer, N2Growth

I have been a Digital Marketer, a Genius, a Business Representative, and a Shift Manager. I have guided through the titles that life has graciously provided me, without a true understanding of what it meant. Now, I find myself in this position again as a Chief Innovation Officer. When people ask me, “Brody, what do you do?” I tell them my respective title. When they look at me with a puzzled ‘yeah right!’ face, I say something to the effect of – “That means I sit in a chair and think about things.” It’s not wrong, that is my job, and for those only seeking your title, that’s all they care about.

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Write Your Leadership Legacy in 6 Words

By Grant Wattie
President, N2Growth Australia

While having lunch with a number of writers, Ernest Hemingway claimed he could write a short story that was only six words long.

When the lofty group of writers scoffed at the notion, he invited each of them to put ten dollars on the table, saying that if he was wrong he’d match it. But if he was right he’d keep the money.

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Trust Your Gut When Making Decisions

By John Baldoni
Chair, Leadership Development, N2Growth

You will make the best decision you can make.

That advice comes from a scene in the movie, 13 Days in October, about the Cuban Missile crisis. It was a time in 1962 when the United States and the USSR came about as close as they could to nuclear war.

In the movie recreation Kenny O’Donnell, de-facto chief of staff (played by Kevin Costner), has a conversation with President Kennedy (played by Bruce Greenwood) before Kennedy is to go on television.

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PRINCIPLES OVER PROCESS

By Mark Hefner
Global Practice Chair, Strategy N2Growth

ADVANTAGE STRATEGY

Five Paradigm-Shifting Principles

Repeatable processes and procedures add great value in stable and predictable times. Those are not the times we live in today or likely in the future. Strategy that works has got to be based on something that proves successful in unpredictable, fast moving, and changing times. Principles, not process and procedures, provide the overarching guidance in any situation for making the right decisions and taking the best action.

A move toward the Advantage Strategy Paradigm begins with the adoption and commitment to a set of principles that guides all executives in the decisions and actions they take related to developing, planning, and executing strategy. Principles provide a broad context for strategic action and guidelines that can be communicated and taught at all levels of the organization, eventually becoming part of the organization’s culture. Throwing out standard process and procedures in favor of a handful of powerful but easily remembered principles for managing strategy will soon begin to show improvements in your business results.

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