Synergy, vision, strategy…process…For many, these words are just a jumble of “business speak” used to describe amorphous ideas that can’t really be nailed down. Since this, unfortunately, is true, I try to define these terms as a basis for discussion and analysis. I certainly don’t claim to have the only correct definitions, but at least they’re a starting point.

So what about “process?” In one of my last posts I gave it a general definition and highlighted its importance. Now I want to take it a step further by focusing on its key “technical” components…its anatomy. To make it come alive, I’ll continue to use my “down home example” of cleaning the garage (again, I hope you can easily make the connection to other contexts). (more…)

Have you noticed that many countries around the world have stop lights, signs, traffic markings on the street, cross walk stripes, road hazard signals etc.? That means that everyone drives the same and that there is universal “orderliness” everywhere…right? I don’t think so. A while ago I was in Mexico City and, while having all the “infrastructure,” there was definitely a different way of driving…I’ll just call it “freestyle.” Everyone doing what it take to get through – create lanes, run red lights, signals/speed limits are “suggestions”, etc. What does this illustrate? That despite having “vision & strategy“ supported by objectives (ex. traffic signals, markings, etc.) it’s useless if there is lack of process. (more…)

Winning should be at the heart of strategy. In our terms, a strategy is a coordinated and integrated set of five choices: a winning aspiration, where to play, how to win, core capabilities, and management systems.”

A.G. Lafley (former Chairman &  CEO of P&G) & Roger L. Martin