So what is Strategic Alignment?

I recently returned from a family vacation to Hawaii. Our family vacations involve nine people: my wife and I, my two sons and their wives, and my three granddaughters. While we have downtime, we generally plan our days for activities we all enjoy and in which we can all participate (ages 6 through, ah-hem, senior citizens). I know there are also families who plan their vacations differently, for example independent activities during the day and then a communal dinner.

A systems perspective to leadership and strategy

Leaders who adopt the Baldrige excellence framework have already successfully addressed this integrative need because of the questions in the Leadership and Strategy categories of the Baldrige criteria. Indeed, the key considerations that Singh and Useem outline are contained in item 1.1 on Senior Leadership and item 2.1 on Strategy Development and are systemically interrelated in the criteria.

How Target built a world-class digital marketing team: Tips from CMO Jeff Jones

Brands create elaborate marketing strategy plans in hopes of attaining that elusive goal: to deliver a great experience that reels customers in and keeps them coming back. Unfortunately, there’s a wide gulf between what brands want to do with digital and what they actually do – because they simply can’t hire enough top-tier digital marketing talent to execute on their visions.

Five key points to consider when developing an innovation strategy

From our talks with innovation management practitioners and business executives it seems that not many organizations have a well-defined and integrated innovation strategy. To find out more about how to go about creating and executing such a strategy, we spoke to Wouter Koetzier and Christopher Schorling at Acceture who encourage a very pragmatic and execution-oriented approach.

You need an innovation strategy

Despite massive investments of management time and money, innovation remains a frustrating pursuit in many companies. Innovation initiatives frequently fail, and successful innovators have a hard time sustaining their performance—as Polaroid, Nokia, Sun Microsystems, Yahoo, Hewlett-Packard, and countless others have found.

Bold or Bluffing?

>We know that when it comes to being bold, there comes a time where you’ll need to take a risk. So let’s ask ourselves, how bold are we really? For instance, do you really put your customers at the heart of your business? Most brands, when push comes to shove, are not that bold; not brave enough to let customers hack their products or own the customer service.

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