Review of Open Leadership, by Charlene Li

Just finished Open Leadership, by Charlene Li, which is a follow-up to her best-selling Groundswell. And whereas that book focused on the social media technologies that are transforming how companies do business, Open Leadership looks at how leaders need to transform themselves to allow their organizations to use social media effectively.

There’s a real glut of books out there on social media, and I find many of them lack real substance or staying power, whether because the social media domain is evolving so quickly or the books have been rushed to market (or both). Li’s book, in contrast, has a good bit of depth and will have quite a bit of staying power despite its timeliness. Continue reading

Alignment (part three)

I’m in the middle of a series of posts focused on corporate strategy that are going to be part theory and part practice, a way to mine the work I’ve been doing over the last couple of years for insights. Hopefully folks out there will find them not only valuable, but good conversation starters for sharing their own thoughts and experiences.

In the last post, I began demonstrating an exercise that can help turn a laundry list of aspirations into a prioritized (and actionable) set of goals. We got as far as determining the Top Two goals that the strategy would support and then using the remaining items on the laundry list to formulate guiding principles.

In this post, I want to take the exercise further to show how to connect your guiding principles to the capabilities and projects needed to deliver them.

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Alignment (part two)

I’m in the middle of a series of posts focused on corporate strategy that are going to be part theory and part practice, a way to mine the work I’ve been doing over the last couple of years for insights. Hopefully folks out there will find them not only valuable, but good conversation starters for sharing their own thoughts and experiences.

In the last post, I introduced the idea that to be effective, strategy needs to be aligned with larger goals and began walking through an alignment exercise I’ve found useful. We’d reached the point where we had a laundry list of possible goals and realized that if we tried to do everything on the list, we would likely fail–a list of this many goals is just too diverse to be actionable, especially when the organization needs to make tough decisions about tradeoffs.

Let’s continue walking through the exercise to see how you turn a laundry list into a clear call to action.

Continue reading