If there is not a common understanding of what everyone needs to be doing, then you cannot expect everyone to be working towards common goals.
Get clear on the standard required. Stop wasting precious time polishing and worrying.
We take participants through a prioritisation toolkit to help them do this well – in a structured, rapid way.
Taking a top down and bottom up approach will allow you to get a broad and deep picture of how you’re going against how you’d like to be going.
A lot of visionary and clever strategic plans fizzle out, much to the frustration of the designers. Here’s how to avoid it and make your strategy viable.
Sometimes you’re so busy with doing the work of an organisation that it’s hard to see whether that work is appropriately directed and organised.
Benchmarking tends to result in a high effort exercise with very little to show for it. If you want to undertake benchmarking, there’s a right way to go about it.
We’re strong believers in program governance that links every activity back to your objectives. It doesn’t have to be overwhelmingly complicated or impenetrable – in fact, it shouldn’t be.
Being able to answer these questions about your vision and your current performance – and recognising gaps in your knowledge – will help usefully structure the information you have.
There are a few common self-defeating myths about working on the future that I think hold us all back. Slowing down – and you must slow down to think about the next few months and years – requires some discipline.