The wonder of the Amazon Kindle was not the technology. It was the business model that the device represented. Amazon’s move from books into general online retail was hardly surprising. One-click ordering was insightful. Free delivery with Amazon Prime was unexpected.
SOG’S PERSPECTIVES HAVE HELPED DEVELOP THE LATEST THINKING ON OFFSITE MEETINGS, STRATEGY CONVERSATIONS, AND EXECUTIVE ALIGNMENT.
At the end of a meeting, most leaders know that they should recap next steps and determine who is accountable for each. As prescribed in the commonly used responsibility models — RACI, RAPID, and the others — accountability should fall to one (and only one) person per item, even if the work involved requires input and contributions from others.
A recent study found that over two-thirds of large organizations struggle to implement their strategies. Over the years of working with companies across industries on strategy execution and strategic program management efforts, we’ve identified seven major pitfalls that cause significant issues for organizations executing new strategies.
Consider this scenario: Your company is in the middle of its annual budget process. You have forty investment requests on the table that you need to consider, and you’ve planned to host a day-long management meeting to discuss and debate them.
The strategy meeting seemed to go smoothly. At the end of his presentation, Bill asked if anyone had concerns, there were a few questions, but no one raised any significant obstacles or issues, and a few of the more senior team members spoke up in support of the plan. But, later that week, one of the meeting attendees came into his office…
Let’s face it. Board meetings, investor days, activist shareholders, keeping customers happy, responding to competitive threats – the challenges you face are often both important and urgent, and the attention they draw from senior executives may well be fully justified.
Recently, in a pre-offsite meeting survey we asked a senior management team, “What have been the major factors inhibiting their organization from more growth?” The number one answer by far: Too many initiatives…
Stand-up meetings have become a routine part of the workday in many organizations, spread largely by the adoption of agile and other innovative management methods. These are typically brief, daily progress sessions through which an initiative team updates and coordinates efforts.
When a sports team finishes a game, they usually don’t gather up their gear and immediately leave the court, rink, field or locker room. The players and coaches take a few minutes for a post-game meeting – a ritual that’s just as important as the pre-game warm-up.
How many times have you walked out of a theoretically important strategy meeting—a leadership offsite, a C-suite pow-wow, a sit-down with the board—thinking, That was a great discussion, but I’m not sure we really accomplished anything? More often than not, the problem lies not in what did or didn’t happen at the meeting itself.
Off-Sites That Work
It is the rare management team that realizes the potential of its strategy offsites. In this seminal article, we distill a set of best practices that businesses can use to make the most of these extraordinary opportunities for alignment.
Leadership Summits That Work
In this sequel to “Off-Sites That Work”, Bob and Cary provide a practical approach for maximizing the value of organizations’ annual leadership gatherings.
Why Strategic Offsites?