Maturity Operations Project Tactics 
Terry Starbucker
OCTOBER 30, 2011
Today in Part 2, I’m presenting the other key tactic – Create The Progress Bar Effect. As I noted on my last post , each generation is a result of the dominant events, personalities and technologies that were popularized during their maturation. Instead, I share the immediately relevant action steps that must be accomplished.
Strategy Driven
APRIL 11, 2014
It is used to identify, document and oversee all of the strategic, tactical and operational-related initiatives underway (and intended to be done) within an enterprise in order to achieve its vision. Each gap that is identified is then translated into a project or program to be included in the strategic plan. It is not trivial.
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N2Growth Blog
AUGUST 12, 2010
It is the responsibility of executive leadership to set the tone for great teamwork by putting forth a clearly articulated vision, and then aligning every aspect of strategic and tactical decisioning with said vision. I think your approach makes most sense in project teams. Here I'll just add a couple thoughts. In my case.
N2Growth Blog
SEPTEMBER 14, 2010
Rebel Brown : I began to realize that regardless of my client’s size or market focus, from early stage to small business to enterprise, I was constantly having to deal with the same challenges in thinking and planning, before we could focus on the project objectives. As humans we are Natural Born Gravity Machines. Wow, that was a shock.
Strategy Driven
MARCH 2, 2012
The Business Tree : Growth Strategies and Tactics for Surviving and Thriving. Their work is off-the-shelf, conforms to an established mode of operation, contains original thought and draws precedents from experience. (17 What is their maturity level? Demand that consultants of seniority staff the project. by Hank Moore.
Harvard Business Review
OCTOBER 1, 2018
Agile processes go awry, because as companies strive for high performance, they either become too tactical (focusing too much on process and micromanagement) or too adaptive (avoiding long-term goals, timelines, or cross-functional collaboration). The key is balancing both tactical and adaptive performance. ” These are not pods.
Harvard Business Review
JUNE 5, 2018
As soon as you step into a top position at a company that needs to significantly improve the way it operates, there’s pressure to get off to a quick start. The next three tactics help to control the pace of interactions. HBR Staff/Clare Jackson/EyeEm/Getty Images.
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