When Slowing Down Helps You Move Faster with Strategy

You’ll rarely meet a CEO or top executive suggesting, “What we need to do is slow down.” This counter-intuitive guidance in a world seemingly spinning faster-and-faster flies in the face of conventional thinking and practice, yet in matters of strategy, slowing down to move faster, is often the recipe for success

How Integrative Thinking Promotes Innovative Problem-Solving

Integrative thinking is the process of using the tension from two conflicting approaches to a problem in pursuit of a new and innovative outcome. Instead of responding to competitive or strategic situations with the same approaches, try these 5 tools to identify new and superior approaches.

Commanding Excellence with Gary Morton: Purpose, Obsession, and Creativity

Gary Morton, author of Commanding Excellence: Inspiring Purpose, Passion, and Ingenuity through Leadership that Matters, shares his wisdom and experiences in this wide-ranging interview with Management Excellence and Leadership Caffeine author, Art Petty.

4 Key Starter Ingredients for Successful Strategy Execution

Even a sound strategy process that effectively characterizes the situation and way forward still faces considerable risk in the form of strategy execution. Ultimately, the ideas are relatively easy. It's the work of bringing strategy to life that is difficult. Here are 4 key ingredients you require for successful strategy execution.

Has Your Organization Fallen Victim to the Zombie Apocalypse?

In too many organizations, the absence of a galvanizing vision, meaningful, livable values, and a planning process that engages employees from top to bottom result in a form of zombie apocalypse. Instead of purpose, focus, and continuous improvement, people wander aimlessly searching for professional sustenance. If the leaders at the top won't fix this, you need to spark the revolution from the middle.

Two Strategy Tools Every Leader Must Understand

For any leader or management team struggling to navigate strategy, there are two tools I find incredibly useful in helping groups navigate complexity. They share a common trait in challenging strategy groups to focus their energy on cultivating a clear picture of a firm's reality and then defining a way forward, before defining actions. Too many teams jump to the actions and skip the heavy lifting and deep thinking. These tools keep you honest when it comes to strategy.