I’ve always seen strategic decision-making as consisting of a large element of guesswork. It’s educated guesswork, but it’s very much taking a punt on what we want to achieve based … Continue reading Balancing strategic guesswork with tactical evidence
My daughter and I are currently reading Lemony Snicket’s very entertaining “Who Could That Be At This Hour?”, a book in the series of “All The Wrong Questions”. And there … Continue reading The map is not the territory
Most project teams I work with prioritise their work in a simple order: most important, second most important, etc. But sometimes people still use the MoSCoW method, and I find … Continue reading There’s trouble in MoSCoW
Previously I wrote about the importance of having a clear goal, in the form of a value statement. But in practice it’s tempting to confuse a goal with what I … Continue reading Separate strategic assumptions from goals
There are lots of things that make an effective team, but one of the most important, I’ve found, is to make sure they have a clear and meaningful goal. Part … Continue reading Being accountable for delivering value
There are many ways to measure a plan’s quality. Some of these are: flexibility, how realistic it is, and the number of internal or external dependencies. But in the end … Continue reading Frequent delivery is the test of a plan’s quality
Last week I saw a presentation from Bjarte Bogsnes of Statoil, at a meeting about Beyond Budgeting, which offers “a management model that is more empowered and adaptive [and] releasing … Continue reading Traffic lights, roundabouts and decision-making
