Our point of view articles are based on insights from the marketplace considered through the lens of our experience and our study.  

What to do with the strategy-pak: A starter list

“Like most tools, our strategy-pak(sm) framework has little value unless you put it to use.” We present a starter list of potential uses (WHY) for our Strategy Pak(sm), including best practice checklist, common language, cascading linkages, and planning framework (strategy, strategic planning, analysis and vetting).

Read More »

Communicate Strategy for Effect

Communicate strategy for effect is one of our perennially most popular articles based on Google Analytics as communications is the glue within the enterprise, projects, change efforts, etc. We share a time-tested frame considering target audience, objective, key messages, how delivered, when delivered, and who delivers.

Read More »

Enterprise Analysis Framework- Planning for outcomes

“As we work through strategy, there is a natural cascade, or progression, from “why” to “what” to “how”. We need to drive the directional thinking (“why” and “what”) down into execution (“how”) because, and we should keep reminding ourselves of this, at the end of the day we need to deliver business results”

Read More »

Social Business- Don’t start in the tool shed

Prof. Hamel asks “Are we changing as fast as the world around us?” Keeping up with our changing environment, or ecosystem, is a constant risk for any organization providing a value proposition and is critical in today’s ultra social-business sensitive marketplace. We look at the role social business plays, including a few tools.

Read More »

Change Leadership II- Understanding Kotter

We explore Kotter’s body of work, as well as a simple change management framework “The Change Formula” (Need for Change X Vision of Future X Steps > Natural Resistance to Change). We overview Kotter’s framework of 8 accelerators, and the necessity of the dual management operating system

Read More »

The Strategy Stack

This is 3rd of a 3 article Strategy-Pak(sm) series. Based on our work to align a rapidly growing consultancy of experienced consultants for consistency, and applied clean-sheet to a pre-acquisition, publicly traded company. This article focuses on the structure of the strategy stack from Mission to Vision to Value propositions to Themes to Initiatives and KPIs.

Read More »

A Working Definition of Strategy

This is 2nd of a 3 article Strategy-Pak(sm) series. Based on our work to align a rapidly growing consultancy of experienced consultants for consistency, and applied clean-sheet to a pre-acquisition, publicly traded company. This article focuses on the definition of strategy

Read More »

Unpacking Strategy

This is 1st of a 3 article Strategy-Pak(sm) series. Based on our work to align a rapidly growing consultancy of experienced consultants for consistency, and applied clean-sheet to a pre-acquisition, publicly traded company. This article focuses on the overall architecture including a definition of strategy and its component parts

Read More »

Execution through Processes, Projects and Communities

Focusing on execution, we touch on each common organizing concepts in the following sections: Process; Project (program and project management); Community (purpose, practice and interest). We also quickly discuss the role of organization, followed by what is best organizing concept (considering sponsorship and breadth of collaboration)

Read More »

What is most important to successful transformation?

Involvement has always been “Change 101” for NextForge. It is part of our DNA. This article explores employee involvement backed by published research (McKinsey). “Involving employees in change initiatives increases success 3.5 times.” We introduce a moniker for this involvement iGO- individual, Group and Organization.

Read More »

Agile Framework for Go-to-Market Execution

We begin by considering the tatical and strategic work to be accomplished within the enterprise. Next up is leadership activity, followed by the architecture of participation (guidance, interactions and routines) of how we manage and work. Agile requires people-enabled network, with different skills and organization; but structure is not organization.

Read More »

Durable Capabilities Required for Social Business Success (5i’s)

We like to bend Professor Porter’s phrasing on “sustainable” a bit to align with Warren Buffet’s metaphoric moats of “durable” competitive advantage. Durable capabilities required for social business success include the 5Is: Innovation (e.g., Hamel’s innovation stack), Information Bias, Informed Decisions (e.g., Bain’s RAPID decision roles), Individual Acumen, and Integration.

Read More »

New Reality- Organizing and Aligning in the Age of Everywhere Commerce

During 2011 we were referred by a client to a digital marketing agency, Resource Interactive (now IBM iX). Resource asked NextForge to present our point-of-view during their annual conference iCitizen 2011 focused on “how to” organize and align the enterprise for digital marketing, including the use of social business (inside the enterprise). Our presentation was the closing keynote iCitizen presentation in Columbus, Ohio.

Read More »