strategy Archives - Page 2 of 2 - Strategic Leadership

14 Feb

Strategy, Culture and Values

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

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

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

In 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

In HR, Paul Tuck, Strategic Leadership Authors, Strategy

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).