Category Archives: Strategy process

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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Our purpose at work – serving organisations that do good

Helping organisations that do good do better is central to our management consulting practice. The work we do with for-profit and not-for-profit organisations that play a constructive role in creating a better world is above all else why we come to work and what gives us meaning and fulfilment in our professional lives.

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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.

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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.

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