Right Lane Review – Fresh approaches to old challenges
‘If you always do what you’ve always done, you always get what you’ve always gotten’. In this edition of the Right Lane Review we discuss how to break away from formulaic approaches to strategy and planning and explore powerful new approaches to tackling long-standing challenges.
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Strategy means sacrifice: What are you willing to give up?
In this article, we explore the link between strategy and sacrifice and challenge you to consider not just what your organisation will do, but also what it won’t do, in order to maintain a sharp focus on things that really matter.
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Strategic impact: five ways to disrupt your strategic planning process
One of the main functions of strategy teams is to choreograph the strategic planning process. In this article we suggest five ways to disrupt your next strategic planning process, and bring back the strategic impact.
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Strategy and business models: indistinguishable or distinct and complementary?
What does the term ‘business model’ actually mean, and is it distinct from a corporate strategy? At Right Lane we believe that the two concepts are complementary descriptions of an organisation’s approach to winning in the market. Each represents a different cognitive approach, and both are essential for leaders to contemplate when charting the course for their organisation.
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Ten ideas to breathe life into your strategy
At Right Lane we believe that ‘best practice’ is an evolving concept and that continually seeking new ideas to improve your strategic planning process will help you breathe life into your next strategy. We draw on our experience and learnings from hundreds of recent engagements, to present 10 ideas for your organisation’s next annual strategy development process. These ideas will help bring premeditation, anticipation and purposeful design to your next strategy and planning process.
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The value of a robust diagnosis – be better prepared for next year’s strategy and planning process
Undertaking robust analyses of what’s happening in the world, the industry,
and within organisations, is critical for building an evidence base and a common reference point to draw upon when engaging in strategic thinking and strategic planning.
Balancing conviction and flexibility
Dr Marc Levy
If your organisation created a new 3-5 year strategy last year, what do you do this year? And next? Strategy shouldn’t be set and forget. We recommend 5 bases for challenging long term strategy.
Strategic thinking before strategic planning – know where to start and where to finish
Dr Marc Levy – May 2016
A strategy without a plan is too conceptual. A plan without a strategy is hollow. What is your strategy and what does it mean for what you are actually going to do?
This article outlines how timeless strategic questions (strategic thinking) should be satisfactorily answered ‘upstairs’ before clients move ‘downstairs’ to strategic planning.
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Preparing for the vision discussion
Debbie Williams and Zoe Pappas – May 2016
Asking boards and executive teams to articulate the change they want to see in the world and the distinctive role their organisation will play in creating that change brings a vision discussion back to what really matters and leads to outcomes that teams feel passionate about. Gaining broad input – for example, from staff and customers – can enrich the thinking.
Make informed decisions in the absence of a fact base
Brad McSwain
Right Lane explains how to confidently make informed decision in the absence of a deep fact base.