Comments for Strategy Execution Playbook® http://strategyexecutionplaybook.com Achieve Clarity, Choice and Focus in executing your Business Strategy Sat, 06 Aug 2011 16:15:46 +0000 hourly 1 http://wordpress.org/?v=3.1 Comment on Hello world! by Mr WordPress http://strategyexecutionplaybook.com/2011/08/hello-world/#comment-1 Mr WordPress Sat, 06 Aug 2011 16:15:46 +0000 http://strategyexecutionplaybook.com/?p=1#comment-1 Hi, this is a comment.<br />To delete a comment, just log in and view the post's comments. There you will have the option to edit or delete them. Hi, this is a comment.
To delete a comment, just log in and view the post's comments. There you will have the option to edit or delete them.

]]> Comment on Anticipation by competingonexecution http://strategyexecutionplaybook.com/2009/10/anticipation/#comment-9 competingonexecution Sun, 25 Oct 2009 02:32:21 +0000 http://strategyexecutionplaybook.com/?p=78#comment-9 Hi Venkat<br />I am thoroughly enjoying reading your insights on strategy execution. I anticipate continuing the discussion! Thanks Hi Venkat
I am thoroughly enjoying reading your insights on strategy execution. I anticipate continuing the discussion! Thanks

]]> Comment on Transitions by Robin http://strategyexecutionplaybook.com/2009/09/transitions/#comment-8 Robin Fri, 25 Sep 2009 04:47:27 +0000 http://strategyexecutionplaybook.com/?p=74#comment-8 To add to Venkat, organizational transition requires simulatnous focus in eight areas: 1. People, 2. Biz Case 3. Communication 4. Measurement 5. Culture 6. Process 7. Recognition 8. Review<br />It is only when the leadership address the right actions under each of these areas that the implementation comes alive in the organization and more importantly succeeds. To add to Venkat, organizational transition requires simulatnous focus in eight areas: 1. People, 2. Biz Case 3. Communication 4. Measurement 5. Culture 6. Process 7. Recognition 8. Review
It is only when the leadership address the right actions under each of these areas that the implementation comes alive in the organization and more importantly succeeds.

]]> Comment on Power of clarity by jim http://strategyexecutionplaybook.com/2009/08/power-of-clarity/#comment-7 jim Tue, 08 Sep 2009 17:55:09 +0000 http://strategyexecutionplaybook.com/?p=67#comment-7 Very true.<br />Jim Halper Very true.
Jim Halper

]]> Comment on Is this ‘good’ customer service? by RK http://strategyexecutionplaybook.com/2009/06/is-this-good-customer-service/#comment-6 RK Wed, 01 Jul 2009 04:21:55 +0000 http://strategyexecutionplaybook.com/?p=58#comment-6 Great post. <br /><br />Another side effect, of the company's way of handling the problem, is the additional cost incurred by the company on customer service/support. <br /><br />Lesser the calls, lesser the cost to support. Great post.

Another side effect, of the company's way of handling the problem, is the additional cost incurred by the company on customer service/support.

Lesser the calls, lesser the cost to support.

]]> Comment on A Third Mountain by Prof.M.L.Bhargava http://strategyexecutionplaybook.com/2009/06/a-third-mountain/#comment-5 Prof.M.L.Bhargava Tue, 02 Jun 2009 05:53:56 +0000 http://strategyexecutionplaybook.com/?p=40#comment-5 It is wonderful strategy to prepare managers for evolving solutions and motivating the team for any project It is wonderful strategy to prepare managers for evolving solutions and motivating the team for any project

]]> Comment on Vagueness as a barrier to executing strategy by Venkat Narayanan http://strategyexecutionplaybook.com/2009/05/vagueness-as-a-barrier-to-executing-strategy/#comment-4 Venkat Narayanan Mon, 01 Jun 2009 02:56:38 +0000 http://strategyexecutionplaybook.com/?p=38#comment-4 Yes, it is an expansion on the locus of control. Good point! Yes, it is an expansion on the locus of control. Good point!

]]> Comment on Vagueness as a barrier to executing strategy by googleanup http://strategyexecutionplaybook.com/2009/05/vagueness-as-a-barrier-to-executing-strategy/#comment-3 googleanup Sun, 24 May 2009 18:25:26 +0000 http://strategyexecutionplaybook.com/?p=38#comment-3 V,<br /> this reminds me of locus of control (e.g. know what is in your circle of influence and attend to thoses items and/or people) V,
this reminds me of locus of control (e.g. know what is in your circle of influence and attend to thoses items and/or people)

]]> Comment on Relationship between ’cause’ and ‘effect’ by wiseguru http://strategyexecutionplaybook.com/2009/03/relationship-between-cause-and-effect/#comment-2 wiseguru Sun, 15 Mar 2009 20:35:00 +0000 http://strategyexecutionplaybook.com/?p=26#comment-2 Cause and effect seems like a simple concept but its far from simple if applied with rigor. Often figuring out what is not the cause is as important than establishing what are the causes of the effect.<br/><br/>e.g. you can find case studies on why a company or individual succeeded and causes for success. If you were to look closely, you'll find a large # of samples with similar attributes that failed miserably. Their stories weren't as interesting or news worthy but it does highlight the relative complexity of causal interactions. Cause and effect seems like a simple concept but its far from simple if applied with rigor. Often figuring out what is not the cause is as important than establishing what are the causes of the effect.

e.g. you can find case studies on why a company or individual succeeded and causes for success. If you were to look closely, you’ll find a large # of samples with similar attributes that failed miserably. Their stories weren’t as interesting or news worthy but it does highlight the relative complexity of causal interactions.

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