If “the essence of strategy is choosing what not to do,” as Michael Porter famously said in a seminal HBR article, then the essence of execution is truly not doing it. That sounds simple, but it’s surprisingly hard for organizations to kill existing initiatives, even when they don’t align with new strategies. Instead, leaders keep layering on initiatives...

Check out this amazing, inspiring and thought provoking talk by Simon Sinek: Start with why - how great leaders inspire action

The best leaders practice a form of leadership that is less about creating followers and more about creating other leaders. How do they do that? Here's four things the best mentors do...

 

We've probably worked with at least one in our career. But what makes them attractive hires for an organisation, and what are the downsides which can lead to destruction of employee morale and shareholder value. This article from HBR give us a good insight... 

However hard it is to devise a good strategy, it’s ten times harder to get people to execute on that strategy. And a poorly executed strategy, no matter how clever, is worthless. Your organisation’s biggest strategic challenge isn’t strategic thinking — it’s most likely strategic acting.