By Pierre Hadaya and Bernard Gagnon
Abstract
The business strategy discipline has made great strides since its inception almost a century ago. Yet, despite all that has been learned so far, surveys show that most organizations still have great difficulties in making their strategy a success. The reasons for this are many. However, most stem from the need to align the organization’s operating model (i.e., how the organization functions) with its new strategy. Indeed, enabling the execution of a new business strategy requires making operating model changes. This article will present the enterprise architecture approach and explain how it can, by supporting the different strategy-related groups of activities, help eliminate the above issues, and aid organizations in creating long-term success.
Read more: Making the promise of strategy a reality with the enterprise architecture approach
By Julie Barlow
Abstract
To be able to tackle new challenges and ensure steady growth, companies should revisit and simplify their management rules. Donald Sull, professor at the MIT Sloan School of Management at Massachusetts Institute of Technology and strategic advisor to the Bill & Melinda Gates Foundation, talks about his study of these management rules and thoughts on organizational strategy management.
By Gaye Clemson and Dana De Nault
Abstract
As shared by Pierre Hadaya and Bernard Gagnon in their 2020 Strategy Magazine article, Mapping an Agile Future, the purpose of strategy engagement activities is to build employee commitment and remove barriers to making strategies actually work. The authors demonstrate how organizations must master the five activities of “formulate, implement, execute, engage, and govern” to build a strategic managements system for durable success. Within this framework, experience suggests that engage success requires communicating in ways that inspire and inform, building trust quickly and cultivating multiple feedback mechanisms. The objective of this article is to share a leadership mindset and related set of agile behaviors we evolved over several years to enable one of the world’s largest network infrastructure providers to reap maximum benefits from its strategy engagement activities.
Read more: Strategy Execution Success through a more engaged leadership mindset and way of working
By James D. Stockmal
Abstract
Today, many organizations are engaged in some form of organizational transformation either out of necessity to either compete, combat the impacts of the pandemic, or leverage new digital technologies. Many have discussed how, for most companies, transformation is hard. As such, several models have been proposed to help organizations reap more benefits of their transformations. The purpose of this article is to describe the time-proven organizational development (OD) principles and how they can guide any transformation effort, large or small.
Read more: Organizational development: at the heart of successful transformations
By Paul C. Godfrey and John Bugalla
Abstract
Risk has been a fixture in the business landscape since the beginning of time. Over the years, new techniques, such as Enterprise Risk Management (ERM), have emerged to help leaders address multiple and complicated risks, but the ability to measure and therefore manage those risks are key. Today, strategic planners face an environment where certain risks are neither calculable nor transferrable. This article defines strategic risks and proposes a new tool strategy teams can use to monitor and manage these risks to their advantage: the Strategic Uncertainty Map.
Read more: Strategic planning that incorporates strategic risk
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