Posts by George Veth
The Essence of Strategy Is Now How to Change
When environments are complex and dynamic, strategy is about adaptability… Understanding when and how to change is the essence… Tools that help you spot the opportunities and challenges that exist or are emerging in your company’s specific context are now more relevant than the traditional strategy frameworks that rely on the premise of long-run industry…
Read MorePublic Value Toolkit
The Public Value Tool Kit is a set of materials designed to help educators and practitioners understand, utilize, and share the core concepts of the public value framework.
Read MoreVentures in public value management: introduction to the symposium
This essay reviews the development of public value management, tracing its rise from relative obscurity in the 1990s to the global attention it receives today.
Read MoreAnalytics: The New Path to Value
How the smartest organizations are embedding analytics to transform insights into action
Read More10 Principles of Organizational Culture
Companies can tap their natural advantage when they focus on changing a few important behaviors, enlist informal leaders, and harness the power of employees’ emotions.
Read MoreThe Dynamics of Strategic Agility: Nokia’s Rollercoaster Experience
To CEOs, strategic agility is a conundrum. Being strategic evokes peering far into the future, making strong choices and holding firm commitments, unwaveringly deploying resources to implement them, and having every senior executive single-mindedly and individually dedicated to achieving them. In contrast, being agile evokes staying nimble and flexible, open to new evidence, always ready…
Read MoreJust-in-time strategy for a turbulent world
Uncertainty and rising levels of risk make it impossible for companies to determine the future. But a portfolio-of-initiatives approach to strategy can help ensure that companies take full advantage of their best opportunities without taking unnecessary risks.
Read MoreWho Needs Budgets?
Budgeting, as most corporations practice it, should be abolished. That may sound like a radical proposition, but it would be merely the culmination of long-running efforts to transform organizations from centralized hierarchies into devolved networks that allow for nimble adjustments to market conditions.
Read MoreCleaning the Crystal Ball
Peter Drucker once commented that “trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.” Though we agree with Drucker that forecasting is hard, managers are constantly asked to predict the future — be it to project future product sales,…
Read MoreCorporate Budgeting Is Broken—Let’s Fix It
Corporate budgeting is a joke, and everyone knows it. It consumes a huge amount of executives’ time, forcing them into endless rounds of dull meetings and tense negotiations. It encourages managers to lie and cheat, lowballing targets and inflating results, and it penalizes them for telling the truth…
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