Leading Blog
SEPTEMBER 12, 2012
The problem is following a plan so closely without responding to events that you will “lead the company efficiently in the wrong direction.” Because “uncertainty can only be reduced by committed decisions and actions,” you can choose to create a “certainty of purpose and direction.”. In a sense, strategy creates risk.
Marshall Goldsmith
AUGUST 22, 2011
Dropping the Ball I had the chance to interview many of the 'do-nothings' with one of my clients a year later to ascertain why they had dropped the ball on their follow-up commitment. Forget your glorious plans. List the 'personal improvement' activities that you have been 'planning' to do - but have not quite 'got around to' yet.
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Sales Wolf Blog
JULY 9, 2010
Successories Motivational Products Talent Managment Magazine Testing and Assessments - An Employers Guide to Good Practices Testing and Assessments - DOL The Rainmaker Group - Possibility Maximization An amazing group of people commited to making a difference in the world they live - one soul, one organization, one Customer Experience at a time.
Harvard Business Review
FEBRUARY 18, 2013
CEOs forget that if the intent of these plans isn't aligned with the communication, people may be impressed, but deep down inside, they will not believe in those plans or act on them. Prahalad and Gary Hamel referred to that in an award-winning HBR article Strategic Intent. Two decades ago, the late C.K.
Harvard Business Review
OCTOBER 22, 2012
Prahalad's 1989 HBR article "Strategic Intent" brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. Hamel and Prahalad have an entirely different point of view. But according to Prahalad and Hamel, firms should set unrealistic goals, not realistic goals.
Harvard Business Review
NOVEMBER 5, 2014
Faced with a competitive challenge from Netflix, CEO John Antioco came up with what seems, even in retrospect, to be a viable plan. Nevertheless, various groups within the enterprise balked at the plan, Antioco was fired, and Blockbuster went bankrupt. Prahalad called this concept strategic intent. Gary Hamel and C.K.
Harvard Business Review
NOVEMBER 5, 2014
Faced with a competitive challenge from Netflix, CEO John Antioco came up with what seems, even in retrospect, to be a viable plan. Nevertheless, various groups within the enterprise balked at the plan, Antioco was fired, and Blockbuster went bankrupt. Prahalad called this concept strategic intent. Gary Hamel and C.K.
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