Matthias Mölleney is a highly experienced HR professional and author of “Beyond Leadership”. Before founding is own company, PeopleXpert, Matthias held senior HR positions in
Curt Blattner is a former Nestlé exectutive and author of the book “The HEARTBEAT of EXCELLENCE – The Design of Changing Sustainably, the Swiss Way”
Mastering the human side of business – In this interview with Thomas Himmelrich, my entrepreneurial sparring partner based in Vietnam, you will hear things that
Coherent action is the third and maybe most important element of a good strategy. Unfortunately, many leadership teams, when then engage in a strategy process, call the strategic objectives “the strategy” and stop there. This is a huge mistake, as the kernel of a good strategy must contain action. A strategy without action is like a knife that is not sharpened: it looks like something useful, but it is not.
In this interview with Giuseppe Conti, founder and managing partner of Conti Advanced Business Learning (CABL).Giuseppe has successfully managed to transition from corporate to entrepreneur.
This interview is first in a series of conversations we plan to have with business builders. The purpose of these interviews is to learn from
The second element of a good strategy: The Guiding Policy This is the fourth article on our five-part series on Richard Rumelt’s book “Good Strategy/Bad
The first element of a good strategy: The Diagnosis This is the third article on our five part series on Richard Rumel’s book “Good Strategy/Bad
A bad strategy is not simply the absence of a good strategy, but rather a result of misconceptions and management deficits. The four characteristics of bad strategies are (1) Fluff – a form of gobbledygook that poses as a strategic concept. (2) lack of reference to the challenges (3) confusion of objectives with the strategy and (4) wrong strategic objectives.
A good strategy contains at least three elements: 1) diagnosis, 2) guiding policy and 3) coherent action. This is this the KERNEL of a good strategy. Just formulating revenue, profit or market share objectives alone don’t make a strategy. Neither is something by default strategic because it is general, high-level or happens to have been decided at C-level
Matthias Mölleney is a highly experienced HR professional and author of “Beyond Leadership”. Before founding is own company, PeopleXpert, Matthias held senior HR positions in
Curt Blattner is a former Nestlé exectutive and author of the book “The HEARTBEAT of EXCELLENCE – The Design of Changing Sustainably, the Swiss Way”
Mastering the human side of business – In this interview with Thomas Himmelrich, my entrepreneurial sparring partner based in Vietnam, you will hear things that
Coherent action is the third and maybe most important element of a good strategy. Unfortunately, many leadership teams, when then engage in a strategy process, call the strategic objectives “the strategy” and stop there. This is a huge mistake, as the kernel of a good strategy must contain action. A strategy without action is like a knife that is not sharpened: it looks like something useful, but it is not.
In this interview with Giuseppe Conti, founder and managing partner of Conti Advanced Business Learning (CABL).Giuseppe has successfully managed to transition from corporate to entrepreneur.
This interview is first in a series of conversations we plan to have with business builders. The purpose of these interviews is to learn from
The second element of a good strategy: The Guiding Policy This is the fourth article on our five-part series on Richard Rumelt’s book “Good Strategy/Bad
The first element of a good strategy: The Diagnosis This is the third article on our five part series on Richard Rumel’s book “Good Strategy/Bad
A bad strategy is not simply the absence of a good strategy, but rather a result of misconceptions and management deficits. The four characteristics of bad strategies are (1) Fluff – a form of gobbledygook that poses as a strategic concept. (2) lack of reference to the challenges (3) confusion of objectives with the strategy and (4) wrong strategic objectives.
A good strategy contains at least three elements: 1) diagnosis, 2) guiding policy and 3) coherent action. This is this the KERNEL of a good strategy. Just formulating revenue, profit or market share objectives alone don’t make a strategy. Neither is something by default strategic because it is general, high-level or happens to have been decided at C-level
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