Author Archives: ven00kat

In executing strategy, we bring about change. Sometimes, this change seems to come easily, other times, it feels really, really hard. We divide our time between understanding how to make change easier (process) and actually making change happen (output). Things … Continue reading →

When walking thru a thick fog towards your destination, without a light, how do you proceed? Many complex problems seem that way. If the stakeholder base is large and the culture is collaborative, there is churn. Discussions seem to be … Continue reading →

It would seem that professional managers focus on ‘doing’ and academics focus on ‘knowing’. Somehow, the two audiences are able to communicate and collaborate to improve the ‘doing’ and the ‘knowing’. By creating a definition and taxonomy for the activities … Continue reading →

Here is my attempt: “The processes that convert business strategy to operations. ‘Business strategy’ is the choices made (and excluded) in creating value (can be explicit or implicit). ‘Operations’ is the on going (steady state) effort to deliver value to … Continue reading →

There are 3 types of meals: A grand sit down dinner, with real cloth napkins, silverware and possibly, candle lights! The company around the table is polite and well mannered. All in all, its a wonderful, relaxing experience. You don’t … Continue reading →

If diversity is the norm in strategy execution, it is necessary to try and understand preferences in crafting a solution. The artist will try to make the solution look beautiful, the scientist will make the solution work correctly and repeatedly … Continue reading →

In an earlier blog, we talked about the expectation of a ‘dialtone’ and how that represents an unstated expectation of customers and stakeholders. At the heart of it, strategy execution is all about creating a ‘dialtone’. I.e., creating value in … Continue reading →

The feeling of dread. The fear of the unknown. What is slipping between the cracks? What is going to happen next? This can range from the mild tension that enhances performance, to debilitating anxiety and paranoia. If this is happening … Continue reading →

Everyone knows planning in advance is a good thing. (Well, is there any other time and place to plan!) However, inertia is common and getting started requires an act of calamity. When the need to plan is recognized (at which … Continue reading →

Derived from Greek (logos ‘word’ and makhia ‘fighting’), this represents an ‘argument about words’. Diversity brings benefits, but one challenge is reconciling different perspectives. The perspectives are often expressed in language and the choice of words often creates barriers instead … Continue reading →