mindset

Operationalising Strategy – Turning Strategic Intent into Operational Reality

David Trafford and Peter Boggis argue that there is often more to operationalising strategy than making structural changes, redesigning processes and training staff. For strategies to be truly successful, leaders need to create the conditions that enable the organisation to

Managing Organisational Capabilities as a Portfolio

In this article David Trafford and Peter Boggis bring together the two powerful ideas of organisational capabilities and portfolio management. They argue that managing organisational capabilities as a portfolio enables leaders to create the conditions that increase the chances of

Using Organisational Capabilities to Pull the Present into the Future

David Trafford and Peter Boggis argue that organisational capabilities have an important role to play when developing strategy or implementing change. They discuss how existing organisational capabilities can inhibit change by anchoring an organisation to its current trajectory – thereby

The Six Core Conditions for Change Success

David Trafford and Peter Boggis argue that one of the reasons for the poor success rate in delivering change is that leaders focus on the wrong future: the one they hope to get rather than the one they’re likely to

Beyond Default – Moving Your Organisation to an Improved Future

David Trafford explores why strategy implementation, transformational change and merger integration continues to be a challenge for many organisations, with a high proportion of these initiatives failing to deliver their intended outcomes. One explanation explored in this article is that

How Information Technology Drives an Organisation to its Default Future

Peter Boggis argues that technology, particularly information technology, is a major factor determining an organisation’s default future, and one that needs to be fully understood by business and technology executives if they are to make informed choices on how

Understanding and Improving Your Organisation’s Default Future

David Trafford argues that individuals, families, organisations and countries all have default futures: the place they will end up if they continue on the same path and take no action. He discusses the forces that determine the default future of

Strategy – The World of Choices and their Implications

Peter Boggis discusses five questions that are central to the development of strategy. He argues that strategy is really about making choices that are impossible to reverse or un-do, and that the greatest risks to implementing strategy often rests in

Creating the Agile IT Organisation

IT organisations have changed, are changing and will continue to change. This is not in question. What is different today is the pace and significance of change, whether it is driven by a move to shared services, offshore development, cloud …

The Challenges of Horizontal Integration

David Trafford discusses the challenges facing organisations that aim to be more horizontally integrated. He argues that whilst many leadership teams see the benefits of horizontal integration, they don’t fully understand the implications of the resultant changes and what needs

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