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A strategy is of itself a hypothesis. Something that is proved true or false over time.  For more on this, read one of my most popular blogs here: A strategy is but a hypothesis.

In proving your hypothesis, you eventually find out if you are spending on a failed strategy or if you are investing in a successful one.

The key to shifting from spending to investing is to set up your strategy, from the start, so you can measure your spend and your return on your investment each step of the way. This al

We need data we can trust so that we can build trust using data. However, it is not as easy as it sounds. 

In recent blogs I have been urging you to stand in the shoes of those you wish to influence. Recently I read a blog by futurist Gihan Perera that gave another reason to urge you on. In his blog There’s an ‘I’ in Team he reminds us that the young new entrants to our workforce have a very different WIIFM (What’s in it for me?) than new entrants of past decades. Gihan talks about their wishes including the need for identity and personal development. 

So they won’t care what you think unless you can

In my first book, DECIDE: How to manage the risk in your decision making, I made the statement “…in my experience, an acceptance of mediocrity and an acceptance that projects (and decision making) are difficult are the norm in the vast majority of organisations.”

The Strategic Management Frameworks and the Delta Model: Putting Customers Before Products

The Dangers of the Conventional Definition of Strategy

Strategy as Rivalry

Enrique R. Suarez

suarezenrique@yahoo.com

suarezenrique@post.harvard.edu

Until now, the prevailing view – shared by most practicing managers and academics – has been to define the goal of strategy as achieving sustainable competitive advantage.

Most, if not all, of the most respected and popular frameworks that guide the strategy developme

Last week my blog was about the need to tap into board experience. Today I write about how boards need to be asked the right questions to provide their experience, to lead. Executive teams should ask their boards quite explicitly:

• About Risk – What risks do they see with the strategy? What emerging risks to the organisation do they see from their experience outside of the boardroom.

• About Opportunity – What opportunities do they see to improve the strategy? What opportunities do they see that the

Challenges to the Not-for-Profit Organizations: Lessons from the Delta Model.

Singapore's Case-study

Click on the link below to see the entire PP presentations:

Part 1: The Delta Model as Applied to Not-for-Profit Organizations

DeltaModel_NonProfit_1.pdf

Part 2: Singapore Fundamentals and the Role of the Economic Development Board (EDB) in Making Singapore one of the most Advanced Economies in the world

Singapore_EDB_64.pdf

Upon request, I will send you the complete training program (electronic and non

Did you know that according to research every year 2 million individuals enter leadership positions and 60% fail?

According to Dr. Ted Marra, most often the root cause is a failure to think strategically.

Research says most executive development is disconnected from the real needs of the organization and those who must lead it. 

Learn what it takes to transform yourself to become a Strategic Leader.

1. What are the certain actions performed by Level 5 leaders which separate them from the rest o

Join Global Risk Community for a webinar on How To Identify And Measure Your Strategy Execution Risk

What sank the Titanic and is sinking some of our great companies? What will separate future winners from losers?

50% of the Fortune 500 companies in the year 2000 do not longer exist because they were not able to measure and predict their strategy execution risk and link their decisions to the results of their decisions.

By the end of the webinar you will be in a better position to identify the ri

Dear Global Risk Community member,

Time is running out if you want to secure your spot on the Cultivating Your Strategic And Creative Thinking Program. 

http://globalriskacademy.com/p/strategic-thinking/

Starting 7th November, it runs for 3 months and you can fit your study around your work and home life, setting the pace yourself.

(Only 8 spots left for the upcoming program starting November 7)

As an executive taking on greater leadership responsibilities, you need to learn how to think mo

It has been my pleasure to work with William G. Ferrell, CIO of Ferrell Capital Management to produce a new online course "From Asset Allocation to Risk Allocation".  This course provides valuable insights into a new paradigm for managing investments - based on dynamically monitoring statistics related to Risk, rather than simply creating a diversified portfolio and hoping for the best.  Bill uses the analogy that this is like using Doppler Radar rather than the Farmer's Almanac to predict the w

In his book, “The Wisdom Chronicles: Competing to Win”, Dr. Ted Marra made the point that the success of virtually all organizations comes down to the relentless focus on a vital few factors. The unfortunate truth is that most senior executives are clueless about what they are.

Dr. Marra agreed to offer his book 'The Wisdom Chronicles: Competing to Win' for complimentary download for members of Global Risk Community (it is a short book) via the following link: https://mediaexplorers.lpages.co/co

For those readers of Part I and possibly some new readers as well, I hope that this article continues to add value and provide a different perspective – one through the eyes of a frontline employee.

I believe it is worth noting some of the activities which I have found senior executives need to engage in beyond those already stated in Part I which can contribute to making this change process successful.

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If you want to learn more, join my new online program:  Becoming a Strategic Leader in 6

I can already sense what you’re thinking! The last thing we need is another article on cultural or organisational change! Please, give us a break! Certainly I know all too well the number of consulting organisations out there like Senn-Delaney and all the other ‘big’ and ‘small players’ as well as independent consultants who believe they have the unique edge or insight into this issue.  I have a good friend and colleague, John Childress who is head of Principia Group in London who just recently

So, you have a robust product roadmap. It's got all the product features you need, from the most basic to the most innovative. Now, how did you prioritize these features?

And, are you sure you prioritized things correctly?

With limited resources, all organizations strive to prioritize those activities that drive the most value. This is particularly true in product development. Focusing on the right or wrong set of features can make or break your product (or even company).

The Kano Customer Satisfac

First, let’s define Value Proposition.  Here’s what Wikipedia has to say:

A value proposition is a promise of value to be delivered and acknowledged.  Creating a value proposition is a part of business strategy. Kaplan and Norton say “Strategy is based on a differentiated customer value proposition. Satisfying customers is the source of sustainable value creation.”

Why is having a clear and compelling Value Proposition so important?

• It solves a customer problem or satisfies a customer need.
• It is th

Based on research with almost 200,000 consumers in 40 countries, the ad agency Young & Rubicam developed a Brand Value framework called the Brand Asset Valuator (BAV).  BAV is based on one of the most extensive research programs on branding ever conducted.

Here is the essence of BAV.  Brand Value can be measured by applying understanding and analysis to 4 pillars:

1. Differentiation,
2. Relevance,
3. Esteem, and
4. Knowledge.

As a brand forms and grows, it develops strengths across these 4 pillars, typically in t

The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor—i.e. constraint—and systematically improving it.  It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.

TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization.  They divide the organization into smaller, more manageable pieces.  The objective, thus, is to maximize the performance of each part, resulting