Category Archives: Strategy

Interview #5 – Matthias Mölleney – How to increase trust and collaboration in leadership teams

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 Lufthansa, Swissair, Centerpulse and Unaxis. Matthias is also Head of the Center for Human Resources and Leadership on the HWZ University of Applied Sciences in Business Administration, and Director of […]

Interview #4 – Curt Blattner – A novel approach to achieve sustainable team performance

Curt Blattner is a former Nestlé exectutive and author of the book “The HEARTBEAT of EXCELLENCE – The Design of Changing Sustainably, the Swiss Way” In this interview you will learn Why some teams are able to maintain high performance, while others fail How to minimize pain and waste when trying to improve performance The […]

Interview #3 – The human side of business – Insights from an entrepreneur in Vietnam

Mastering the human side of business – In this interview with Thomas Himmelrich, my entrepreneurial sparring partner based in Vietnam, you will hear things that are also relevant for entrepreneurs in Europe.  The importance of the human side of business Things you better learn fast when you start a new business Focus is not just […]

Recognising Good and Bad Strategies – Part 5

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.

Interview #2 – Giuseppe Conti – How to transition from corporate to independent

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. In this video you will learn What new things you need to learn when moving from corporate to entrepreneur What strategic choices are important to make early on That you […]

Interview #1 – Alain Depuydt – How to grow a business in a shrinking industry

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 successful entrepreneurs about their experiences and lessons learned. In this interview with Alain Depuydt, managing partner of a company that has managed to scale while keeping staff numbers low, you […]

Recognising Good and Bad Strategies – Part 4

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 Strategy” –> Hier clicken für die deutsche Version <– The second element of a good strategy is the “Guiding Policy”, which provides the direction to address the challenges identified in […]

Recognising Good and Bad Strategies – Part 3

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 Strategy” –> Hier clicken für die deutsche Version <– As we have shown in the first article, a good strategy contains the three elements DIAGNOSIS, GUIDING POLICY and COHERENT ACTION. […]

Recognising Good and Bad Strategies – Part 2

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.

Recognising Good and Bad Strategies – Part 1

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