
Simon Says: The foundation of any strategy is shared understanding
Last week, I shared my strategic planning model called The Strategic Planning Pyramid (the name is accurate, if not a little obvious). It has been developed through two decades of
Last week, I shared my strategic planning model called The Strategic Planning Pyramid (the name is accurate, if not a little obvious). It has been developed through two decades of
December and January are generally quiet months for consultancy types like me. I’m quite happy with that. I get to spend time with my two girls while they’re still young
As leaders, there are different cycles in the work we undertake. Some cycles are weekly, others are monthly, and some might only happen annually. And then there are those, that
For most of human history, we have understood that different seasons require us to have a different focus. Trees don’t bear fruit year-round, crops need to be planted in spring,
This post was inspired by an exchange I had recently with a client of mine, Rob Cornish. Rob shared with me a post he’d recently written, and in it he
Strategic and organisational planning is a time-consuming process. For larger organisations, there may be a team that undertakes strategic planning on a near-continuous basis. But even smaller clients may spend
Who’s in charge of strategy at your organisation? And who get’s invited to participate? For most organisations the list of people who get invited to strategic conversations is a fairly
I have never really been a gambler. I don’t sink money into slot machines, I get fleeced on poker nights, and my failure to ‘get’ the Melbourne Cup is a
At various times we’ve all wanted other people’s buy-in. We want to get stakeholders to buy into our agenda, staff to buy into our strategy, and our boss to buy
Last week I posted on LinkedIn asking whether local councillors should be replaced with a board of directors. Just to be clear, this isn’t my idea, but it’s something I
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