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The tests of a good strategy are timeless in nature. But the ability to pressure-test a strategy is especially timely now. The financial crisis of 2008 and the recession that followed made some strategies obsolete, revealed weaknesses in others, and forced many companies to confront choices and trade-offs they put off in boom years. At the same time, a shift toward shorter planning cycles and decentralized strategic decision making are increasing the utility of a common set of tests. All this makes today an ideal time to kick the tires on your strategy.

This article provides the reader with 10 tests (questions) that will pinpoint more precisely where the strategy needs work, while generating a deeper and more fruitful strategic dialogue (most important). Why not arrange a ‘Lunch n Talk’ with your management team to discuss a few of the questions most relevant to your business?

By the way, the article states most companies’ strategies pass fewer than four of the ten tests!

Test 1: Will your strategy beat the market?

Test 2: Does your strategy tap a true source of advantage?

Test 3: Is your strategy granular about where to compete?

Test 4: Does your strategy put you ahead of trends?

Test 5: Does your strategy rest on privileged insights?

Test 6: Does your strategy embrace uncertainty?

Test 7: Does your strategy balance commitment and flexibility?

Test 8: Is your strategy contaminated by bias?

Test 9: Is there conviction to act on your strategy?

Test 10: Have you translated your strategy into an action plan?

Download PDF article here 10 Questions to Test Your Strategy
Article Source: McKinseyQuarterly.com Jan 2011
Authors: Chris Bradley, Martin Hirt, and Sven Smit

Barry Walsh

Leadership Made Simple White Paper Barry Walsh

In this paper you will learn:
* a simple definition for two types of leadership (The Leadership Coin)
* What is it about a leader that inspires us, and
* Four steps (or practices) that will help realize a vision of the leader you want to be.

25 Things Project Managers and Leaders Should Never Do

Practical nugets that is very much common sense but unfortunately not that common!
Why not circulate it to your management team and then have a discussion about how much of this is practiced in your company?

Good to Great by Jim Collins

Good to Great Qaire

A workbook document covering the six elements that make Great companies different from just Good companies. Available in ‘Word’ so you can fill in electronically. Another great opportunity to complete amongst your management team and have a discussion on your scores and answers.

Work Life Compass Workbook

This is taken from my flagship personal/professional development programme called  Personal leadership – leading  yourself first before leading others. It is a very interesting  exercise that can be completed over two or three hours on a  Sunday afternoon in a quiet  place! Can be done on your own or with a friend/partner. If you have any interest in my  Personal Leadership programme and when it will next be held then contact me.

10 Reasons Strategies Fail

Why do so many business strategies fail? From IT implementations and acquisitions to process management initiatives and customer focus projects, the outcomes are distressingly similar. If you want to play the odds, bet on failure.

Most business leaders have fresh ideas, good intentions and a willingness to take action. So why is it so hard to turn strategy into reality? Read here the 10 most common reasons.

Business Plan Template (Basic)

Business Plan for Established Business

These are excellent templates to help write your business plan.

The Plan for Established Businesses consists of a narrative and several financial worksheets. The narrative  template is the body of the business plan. It contains more than 150 questions divided into several sections.

The plans are a generic model suitable for all types of businesses. However, you should modify it to suit your  particular circumstances. Read all guidelines.

If you need any help just contact me.

The Blind Spot of Institutional Leadership-O. Sharmer-2010

The blind spot in current leaders’ thought is that they know all about what leaders do and how they do it—but not know about the source level, that is, the inner place or the state of awareness from which leaders and social systems operate. I first recognized this when I interviewed Bill O’Brien, the late CEO of Hanover Insurance. Summarizing his own leadership learning as a CEO, O’Brien said:

The success of an intervention depends on the interior condition of the intervenor.

Success, according to O’Brien, does not depend on What leaders do, or How they do it. Instead, it depends on the “interior condition,” that is, the Source or the inner place from which leaders operate.

Taken for m this most interesting paper prepared by Otto Sharmer for: World Economic Forum Annual Meeting of the New Champions 2010 Tianjin, People’s Republic of China, 13-15 September 2010

From Mission to Mantra

A Starters guide to focus your vision, passion and action on purpose. This workbook by Karl Bimshas is a very simple yet effective way to create your mission statement. A very worthwhile exercise on a wet Sunday afternoon. We have many of these in Ireland so no excuse!