Why Activity Alone Isn’t Enough

One of the three tenets of The Living Organization® model for creating results is the interdependence of the three energy fields of Activity, Relationship, and Context. The Context defines what the possible range of results can be. Yet, we continually lean on our predisposition to understand everything through the lens of Activity, the energy of

A Non-Profit Discovers Its Soulful Purpose™

This past weekend we facilitated a strategy session for the board of directors of a local non-profit. Our major objective was to create a greater level of engagement among the board (especially among its large percentage of new members) and to focus their efforts on their number one challenge—funding. Most facilitators would have focused on

Who is to Blame?

We continue to hear people calling for the business community to be more accountable for their actions.  Nowhere is this stronger than in the relationship business has with our environment, our planet and its resources. I don’t want to pretend this is a simple issue and one that can be easily addressed.  I do not

Executing an Innovative Strategy

As we discussed last week there is a difference between an Incremental Strategy and Innovation Strategy. All strategies are designed to improve performance, which means you are going to do something different than what you are doing. Whenever you establish a new strategy, you are establishing a desire to change something.  Whether it is incremental

Are you simply improving or innovating? Knowing makes a difference

Everyone has a strategy. Simply put a strategy is a definition of the results you want to create and an approach of how you think you will manifest those results. Why do I say everyone has a strategy? Because without a strategy, you would have no basis for making any decision. When it comes to

Strategic Planning is Dead – Setting a Sound Strategic Direction is Not

If you don't know where you are going, any direction will get you there. By now you know that I am not a big proponent of the traditional annual strategic planning process.  Yet I do feel very strongly that one of the key objectives for these sessions is still critically important; perhaps even more important

Strategic Planning is Dead – Long Live Strategy Execution

WARNING:  If your environment doesn’t change much and the way you do business today is fundamentally the way you will be doing business in the next 5 – 10 years – DO NOT READ THIS! In my previous blog, I declared Strategic Planning was obsolete.  The current approach for defining where an organization is going

By | April 6th, 2010|Tags: , , , , |