strategy Archives - Strategic Leadership

10 Dec

A Brilliant Lesson in Emotional Understanding from Microsoft’s CEO

By Kate Tuck
In Leadership

Companies are encouraged to get ever-larger, yet is there really much evidence that big is often better? Big certainly makes a few people richer, but that's not quite the same thing. For years, indeed, Microsoft was famous for using its size to bully the reluctant into using the often...

03 Dec

Four Ways CEOs Can Lead With Empathy

By Kate Tuck
In CEO, Leadership

Many years ago, I was elected president of our company’s field leadership association. Brimming with new ideas about how to make our company better, I attended a strategic planning meeting between field officers and company executives and felt my innovative contributions were dazzling. On the drive home I asked...

26 Nov

The Big Lies of Strategy

By Kate Tuck
In Strategy

The Big Lies of Strategy by Roger L. Martin - You don’t need a 100-page strategic plan. Strategy is actually about making five specific choices. - THOSE WHO KNOW ME WELL know that I have a love/hate relationship with all things strategic. On the one hand, I hate ‘strategic planning’...

19 Nov

The Collapse of Strategy and Its Implications

By Kate Tuck
In Strategy

The Collapse of Strategy and Its Implications - “Strategy” might be one of the most elemental parts of a business. And the most misunderstood. Perpetuating the problem is the proliferation of corporate strategy groups and “strategy” job titles that involve very little strategy in the economic sense of the term...

09 Jul

8 Shifts That Will Take Your Strategy Into High Gear

By Kate Tuck
In Strategy

Developing a great strategy starts with changing the dynamics in your strategy room. Here’s how. Many strategy planning processes begin with a memo like the one below. Such missives lead managers to spend months gathering inputs, mining data, scanning the marketplace for opportunities and threats, and formulating responses. In the...

14 Feb

Strategy, Culture and Values

By Kate Tuck
In Culture, Leadership, Strategy

How to Create an Environment of Continuous Change, Learning and Improvement - February is traditionally a time when our new year’s resolutions begin to lose momentum, and we start to slip back into our original habits. Change is hard, after all. The same is often true in business – in...

16 Jan

Structure Follows Strategy – But May Not Look Like You Imagined

By Kate Tuck
In Strategy, Structure & Processes

In the world of structural design, one size does not fit all. It pays massive dividends to get the structure fit for the purpose and strategy of your very specific business. In this article, John Sutherland discusses the seven structural archetypes and the six guidelines for structural design to make organisations...

06 Nov

Turning Strategy Into Results

By Kate Tuck
In Leadership, Leadership Cube, Strategy

Strategy, at its heart, is about choice. Few companies succeed by making a single big bet. Most winning strategies are based on a bundle of choices about, among other things, the customers to serve, the scope of the business, product offerings, and capabilities that interact with one another to...

17 Aug

Building Winning Capabilities – A Strategic Positioning Opportunity for HR

By Paul Tuck
In Blog, HR, Paul Tuck, Strategic Leadership Authors

Building Winning Capabilities – A Strategic Positioning Opportunity for HR Sometimes people ask me “What is the purpose of HR?”. That’s an easy question – HR is a business function that leads the people aspects of the enterprise to create organisational capability for competitive advantage. However, when it comes...

01 Aug

Organisational Effectiveness – HR’s Opportunity for Strategic Impact

By Paul Tuck
In Blog, HR, Paul Tuck, Strategic Leadership Authors

How does HR make a business impact? By ensuring the organisation is aligned to execute the strategic decisions! When HR takes primary responsibility for leading organisational effectiveness (Lawler, 2014) it creates a means of delivering the strategy and is a source of sizeable and durable competitive advantage(McKinsey 2012).