Corporate history is littered with examples of organisations that were unable to change their destiny. It’s often said that the majority of strategies fail to deliver their intended outcomes — that 80% of mergers and acquisitions actually destroy shareholder value …
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Ironically, the very capabilities that your organisation has developed over time, and that have made it successful in the past, can be the same ones that are anchoring it to its current trajectory. If the purpose of strategy is to …
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If an organisation is serious about changing its trajectory, to one that takes it to its target – as opposed to its default – future, then it needs to execute a portfolio of change initiatives. These initiatives – whether they …
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Leadership is important as without it organisations would have no direction and people would have no one to follow. But is all leadership the same, or are different leadership models required in different circumstances? David Trafford and Peter Boggis think …
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It’s often quoted that some 70% of major change initiatives fail to deliver their intended objectives. If this is true, and the risk of failure so high, what can be done to increase the chances of success? In this article …
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In this article, Peter Boggis and David Trafford argue that deploying the principles of experiential learning through one or more ‘Learning Journeys’ is an effective way of developing collective leadership from the shared insights and experiences gained. They also help …
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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 …
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In this article David Trafford and Peter Boggis propose that the act of strategy development is essentially about deciding where an organisation aims to operate along a small set of strategic axes, where each strategic axis represents a source of …
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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 …
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Peter Boggis and David Trafford argue that the purpose of any strategy is to change an organisation’s trajectory, away from its current default future to one that is judged to be better. Unfortunately most strategies are too complicated, too detailed …
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