Know what your current organization is and isn’t capable of and what capabilities you need to achieve the newly articulated strategy. Unlike competencies, which belong to individuals, capabilities are organizational.

Every strategy will demand unique competitive capabilities that clearly en...

Too frequently, leaders assume that a few nips and tucks to the org chart are the equivalent of good design. But those are the Frankenstein “designs” that make people in different parts of the organization feel like they wor...

Understand the way your thoughts, feelings, and behaviours motivate other leaders to think, feel, and behave in similar ways. And whether you realize it or not, existing values may be rooted in a previous strategy. Consider an organization whose strategy is moving toward increased innovation and ...

An organization is nothing more than a living embodiment of a strategy. That means its “organizational hardware” (i.e., structures, processes, technologies, and governance) and its “organizational software” (i.e., values, norms, culture, leadership, and employee skills and aspirations) must be de...

 When it comes to executing strategy, alignment means configuring all of the organization’s assets in the service of your stated strategy and making sure there is no confusion about what each part of the organization does to bring it to life. If you’re embarking on executing your company’s strate...

Not all work is equal. True competitive work will get you $5 for every $1 you invest in it. However, “everyday work” — tasks that can be done on par with anyone else or in compliance with regulatory requirements, or even work that adds no value to the final product — must be resourced according t...