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When it comes to preparing your business strategy, you may question whether your company really needs additional software. After all, businesses have run for decades by managing their strategy with simple tools. Yet watching the success of our clients, it is clear that yesterday’s methods are no longer effective for the modern competitive business landscape. Strategic planning today must be much more than a set of bullet points circulated through company email. To effectively compete in a world of on-demand, highly agile and always on competitors, strategy must be considered a vital part of any company’s technical toolbelt.

Practical strategies for pushing back in difficult situations.

There are not many answers in organizational design. There are mainly questions. This is the first blog that provides the questions to ask.

Learn how digital disruption is leading to platform-based ecosystems that are driven by customer demand—and many insurers are not ready. All industries are exposed to disruption, and established companies, like insurance carriers, are among the most vulnerable. Those businesses that are well prepared for disruption are building their growth strategy on platforms. These platforms are reshaping industries into interconnected ecosystems that bend the traditional rules of competitiveness. Players across industry clusters are entering existing platforms as enablers or are collaborating to build new products, services and customer experiences. Or businesses are expanding into other industries by using existing platforms—or creating their own.

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...

The most capable strategists see the real value, and big pitfalls, in new business concepts.

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?