change management

Did Branding Decide the BC Election?

Posted by on May 17, 2013

There seems to be much puzzlement about how the NDP lost the election on May 14 when the polls over the past year suggested it would be a rout in the other direction. But I wonder how much brand confusion has to do with it. The NDP has tried over the last few campaigns to redefine itself as more “business friendly”. That was the thrust of Carol James’s last term, and it was certainly part of Dix’s plan during the past year or so. But that isn’t the NDP’s “brand”. They’re not known by their core supporters as the “business...

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Realizing the promise of employee engagement

Posted by on Aug 14, 2012

Ensuring your Great Expectations don’t turn into The Good, The Bad, and The Ugly As the old joke goes, in a ham-and-eggs breakfast the chicken is involved but the pig is committed. That isn’t far off the mark for the difference between employee involvement and true employee engagement. Someone can be involved in something as a bystander, but they have to take action to be engaged. Today’s article is the first of a 3-part series for leaders who are considering making employee engagement an important part of their strategy. In today’s article – part 1 – we’ll talk about what...

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Problem solving isn’t highly overrated . . .

Posted by on May 8, 2012

. . . when you’re solving the right problems. Last week I read an article by Lorne Armstrong titled “Problem Solving is Highly Over-rated”. It tweaked my interest since much of my work involves helping leaders to clearly define, and to avoid or overcome, important strategic problems. When a blog article makes a few good, practical points that readers can use immediately, the writer has hit the mark. Armstrong succeeds. He points to common deficiencies that undermine the value of problem-solving, beginning with weak problem definition. For example, he notes that many people cite the absence...

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When and how managers should be more entrepreneurial

Posted by on Apr 23, 2012

In our last article we outlined some of the observed differences in the ways entrepreneurs and professional managers operate, and noted that managers are frequently urged to “be more entrepreneurial“. This week we’ll provide practical guidelines about when to be more entrepreneurial, and how. Entrepreneurial management – personality or situational choice? As we noted in our last article, personality differences between these two groups probably account for some of the differences observed in studies.  To recap, research shows that as entrepreneurs transition from start-up...

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What can entrepreneurs and professional managers learn from each other?

Posted by on Mar 19, 2012

More importantly, when and where should these lessons be applied?  A lot has been written about the differences between entrepreneurs and managers, often with the underlying message that professional managers should try to be more like entrepreneurs. The praise showered on entrepreneurs includes that they: see opportunities where others don’t have the knack of making something out of nothing are “fearless”, “independent minded” and “adaptable” are constantly scanning for new opportunities are avid information-gatherers and opportunistic learners see and pursue opportunities without the need...

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Two practical ways to implement your strategic priorities FAST

Posted by on Feb 29, 2012

In all my years as a management consultant, one of the funniest expressions I’ve heard is “it may work in practice, but it will never fly in theory”. Our last two articles on strategic prioritization were more theoretical and conceptual, but this week, let’s get practical. Senior managers may put a lot of effort into selecting the right strategic priorities, but it goes for naught unless they’re converted to action.  This week we’ll describe two simple, practical ways to convert your priorities to understanding throughout the organization, and most importantly, ACTION at the front lines....

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How to prioritize for faster strategy implementation

Posted by on Feb 20, 2012

The hard choices of strategic prioritization So you know you have to finally decide  Say yes to some and let the other ones ride  There’s so many choices, not all can be tried  Yes you know you have to finally decide (With apologies to the “Lovin’ Spoonful”) In last week’s article we discussed the importance of setting a few critical strategic priorities to accelerate implementation, and the reasons why teams often neglect this important step. This week we’ll set out guidelines for prioritization to help your team become very clearly focused on the most critical...

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A little-known secret to successful strategy implementation

Posted by on Feb 13, 2012

Set strategic priorities for fast implementation We all know that success requires a sound strategy that fits your know-how and resources. However, there’s an often overlooked but critical factor required for successful implementation – strategic prioritization. Strategy has always been about getting the biggest bang for the buck.  But this is different.  This is about focusing on a few of your initiatives for immediate implementation, while others await their turn. The concept is very simple, yet few senior teams do it.  Most find it difficult to narrow their priorities further than dozen...

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Are CEOs really overpaid and mostly not worth it? Part 1

Posted by on Jan 10, 2012

Are the highest paid CEOs really worth what they’re being paid? And does paying top dollar for a CEO add to the bottom line, where it really matters? CEO compensation has come under the spotlight in recent years like never before. Smoldering public outrage burst into a brush fire after the US government bailed out major financial institutions with more than 1 trillion dollars in taxpayer money only to see some of it doled out as bonuses to bank executives whose actions either caused the debacle or whose inaction allowed it to happen. The discontent this has sparked now threatens to spread....

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Strategic ch-ch-ch-ch-changes – turn and face the strain?

Posted by on Sep 12, 2011

Keys to successful strategic change management A client recently remarked that strategy seems to be more about what glam rocker David Bowie once called ch-ch-ch-ch-changes than any other factor. We couldn’t help but agree. Change is what drives the need for strategy, and change management is an important tool for implementing new strategies. It’s difficult to overstate the importance of strategic change management. Done well, it means faster implementation, faster growth and higher profitability. We can’t think of a more important reason to manage change effectively. What’s driving your...

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