8 Key Components of a Successful Strategic Planning and Strategic Execution Process
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8 Key Components of a Successful Strategic Planning and Strategic Execution Process
By: Admin
Companies have many different processes for strategic planning and strategic execution. These processes are designed to move a company from its current state to a predefined future state. Irrespective of a company’s size, …Read More This entry was posted in Business Hierarchy of Needs®, Strategy 5.0, on August 27, 2019 -
FIVE THINGS YOU NEED TO DO TO DRIVE CONTINUOUS IMPROVEMENT – PART V – Tools and Data
By: Jim Gitney
In Part V of the series on Driving Continuous Improvement, we discuss the importance of utilizing the right combination of continuous improvement tools and data. This is where the rubber meets the road. Once you have your program aligned with your business strategy and …Read More
This entry was posted in Business Hierarchy of Needs®, Continuous Improvement, Driving Continuous Improvement Series, Manufacturing and Distribution, Value stream mapping, on May 6, 2018 -
Five Things You Need To Do To Drive Continuous Improvement – Part III – Culture of Strategic Execution
By: Jim Gitney
Many people believe that continuous improvement is a culture. It certainly is in the eyes of the Japanese and many others, but is continuous improvement really a culture or something else? …Read More
This entry was posted in Business Hierarchy of Needs®, Continuous Improvement, Driving Continuous Improvement Series, Strategy 5.0, Value stream mapping, on February 20, 2018 -
Most Organizations Are In Danger of Falling Apart
By: Admin
Organizations that aren’t guided by clearly articulated strategy and objectives have a tendency to wander and fall apart. Their foundation is weak and they have inadequate structural supports. They don’t have something to use as a litmus test for making decisions.This entry was posted in Business Hierarchy of Needs®, Organizational Development, Strategy 5.0, Weekend Thought, on January 17, 2015 -
Most Companies are Poor at Strategic Execution
By: Admin
There are lots of reasons why failure in Strategic Execution™ is so common and why only 10% of all companies execute their strategic plans effectively. Many companies do strategic planning, and may even have a well-documented process. However, the process itself has become a hollow drill—a once-a-year exercise to get a financial plan to the bank and pacify the board—instead of a meaningful way to assess the business and set a meaningful course. As well, many …Read More This entry was posted in Business Hierarchy of Needs®, Strategy 5.0, Weekend Thought, on October 18, 2014 -
You Need a Common Language to Execute and Sustain Gains
By: Jim GitneyUnderstanding and being understood are among the most basic needs of all people. The same is true for businesses wishing to execute well, adapt to change, and effectively execute the company’s strategy. A common business language aligns a company’s operating organization and connects it with senior leaders and other key stakeholders. Further, a common, performance-based language helps avoid …Read More This entry was posted in Business Hierarchy of Needs®, Continuous Improvement, Organizational Development, Strategy 5.0, Weekend Thought, on August 23, 2014
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Strategic Change Requires Organizational Readiness
By: Admin
My daughter is graduating with a master’s degree in Healthcare Informatics (a broad academic field encompassing computing technologies and development in healthcare). I asked her what here career plans were with a degree in this very hot field and her answer surprised me. She said that she wanted to lead teams of people who were responsible for designing and implementing new healthcare systems and the organizations to leverage them. I was intrigued by that answer. What title would that be, I asked. She said she didn’t believe it existed, because most organizations have different groups who are responsible for technology and organizations.She went on to explain …Read More
This entry was posted in Business Hierarchy of Needs®, Organizational Development, Strategy 5.0, on June 21, 2014 -
Business Hierarchy Of Needs
By: Jim Gitney
Achieve Excellence with the Business Hierarchy of Needs®
A Proven Framework for Strategic Execution and Change Management
Why do some organizations achieve sustained success while others “stop short” of excellence? The answer lies in their approach to strategic execution. …Read More
This entry was posted in Business Hierarchy of Needs®, Business Transformation, Company Physical, Continuous Improvement, Global Initiatives, M&A, Manufacturing and Distribution, Organizational Development, Strategy 5.0, on April 29, 2013 -
Performance Management as a Business Strategy
By: Jim Gitney
Performance Management is a critical part of a company’s business strategy. As shown in Level 2 of the Business Hierarchy of Needs®, performance management is the bridge between strategy and results. As we have spoken to senior executives around the United States, we have found that their perception of performance management is more tactical than strategic. We have found that functional organizations also see performance management as a check the box activity. Most companies view “performance management” …Read More This entry was posted in Business Hierarchy of Needs®, Organizational Development, Strategy 5.0, on March 2, 2013 -
Over-Led and Under-Managed – Leadership and Strategy
By: Admin
When I was a general manager of a leading consumer business in the mid-90’s, one of my managers came to me one day and challenged me with the statement: “We are over-emphasizing leadership and under-emphasizing management.” I pondered that, not understanding his point initially, and subsequently concluded that he was right and went about changing my leadership approach to bring management and leadership into right balance. Since that time, however, whether in my role as a business executive or presently as a consultant, I continue to see the “over-led and under-managed syndrome” regularly, even in …Read More
This entry was posted in Business Hierarchy of Needs®, Organizational Development, on September 2, 2010
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