For most of my professional career, I have believed that institutions, more or less, happen upon a seminal moment in their evolution. Indeed, when ap...
The Catholic Church last lasted nearly two millennia, principally by part by eschewing strategic planning. "We have enough dogma already," a Vatican spokesman explained. "We call strategic planning 'Satan's snare.' Anyone caught engaging in it is punished on the breaking wheel."
If there's no substance and fire in your vision for the future, how will you infuse those qualities into the rest of your strategic plan? Here's a no-nonsense summary of the elements that you can use as a guide when you develop your strategic plan.
You don't have to be a futurist to see tomorrow's hottest new technology and innovation trends before they hit -- just willing to click a bit further than "Best of CES" round-ups that focus on jaw-dropping products alone.
With the holidays swirling around us, it is difficult to stay focused on your organizational vision for the year ahead. But leaders know that this is what they must do.
You've just developed a new strategic plan for your company. You're pleased about it. And so are the other people on the planning team. So far so good. But now you face the next and most critical challenge: How do you get the rest of the company on board?
Consider this: Which mindset do you think is more conducive to developing the best blueprint for your company's future?
Once everyone begins to see and accept the same operating reality, it's amazing how rational, objective and productive - vs. contentious - your strategic planning sessions can become.
The lessons at UVA are not lost on those of us in higher education, or on any executives who manage corporations and other complex organizations.
Here's a simple, clear system of nomenclature that has always worked for us and our clients. It will demystify terms, eliminate confusion, and allow you to spend your valuable time concentrating on substance, not semantics.
Going about it the right way and being serious about the result can buy you a critical organization asset: an articulated framework of ideas that rationalizes everything you do and results in greater focus and synergy across your entire enterprise.
Building a coalition of the passionate and idealistic people within the organization is not enough -- in fact, it can be detrimental if people see your cadre as a band of zealots rather than committed and dedicated business professionals.
No doubt, 2011 was the tipping point for the marketing department. Marketing automation, content marketing and analytics entered boardroom conversatio...
Virtually every American arts organization is dealing with the residual effects of several years of deep recession, but many of my international Fellows are dealing with far more difficult and dangerous situations.
I had the great pleasure of meeting Claudia Goffan about a year ago. I quickly realized that Claudia was an incredibly talented and driven person. Sh...
