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Scoop.it!
Do you have the right structures, processes and people to support your strategy? Just telling people what your strategy is won’t work, says Costas Markides 
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Scoop.it!
Most of this data is ambiguous and incomplete, so it is very easy for a group to maintain the illusion that it is making an idea real, when in actuality it simply remains stuck in a shared fantasy. This problem is exacerbated when people in leadership roles are highly defended and use staff to serve narcissistic needs in preference to realising strategic aspirations. But what can be done about it?
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Scoop.it!
By Lynda Silsbee, CPT, SPHR After countless client projects involving strategy formulation and execution, I have learned many things—one of the most important being that having a strategic plan does not mean the strategy can or will be executed. Failure...
Scoop.it!
This article describes the key features of an effective corporate learning strategy (CLS) and will help you understand how and why your strategy needs to be linked to organisational goals.
Scoop.it!
Adrian Bertolini's curator insight,
July 12, 2016 7:43 PM
One of the conversations I have with middle leaders is the importance of strategic thinking and acting slow. Whilst teachers need to think quickly and act quickly when in a classroom this behaviour doesn't work as as middle or senior leader. The impact of decisions they make can have far reaching consequences - thus the importance of acting slowly.
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