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This article discusses the reasons why strategies often fail to be implemented successfully in organizations. The author argues that the problem lies not in the tactical aspects of strategy implementation, but in psychological barriers. Leaders need to adopt a contextual mindset and examine the hidden obstacles that impede progress. The article provides guidance on how to shift from an operational to a contextual mindset, including understanding the organizational environment, addressing cognitive obstacles, and proactively addressing concerns and doubts. The author emphasizes the importance of genuinely addressing these barriers and not just paying lip service to them. [Extracted from the article]

This article discusses the importance of each department within a company having its own strategy. While it is commonly believed that strategy is solely the responsibility of executive leadership, the implementation of strategy is often carried out by individual departments. However, without a clear understanding of how the overall strategy should be translated into action, departments may resort to familiar tactics that may not align with the company's goals. By allowing departments to define their own vision for success and outlining how they can contribute to the overall strategy, organizations can benefit from a more relevant framework, opportunities for innovation, and collaboration between departments. [Extracted from the article]

This article from Harvard Business Review discusses the importance of project managers focusing on outcomes rather than deliverables. The author argues that organizations often spend too much time and energy on project tactics and fail to consider the larger outcomes they want to achieve. To address this issue, the author suggests two strategies: clearly defining problem-based outcomes and shifting the focus from delivering things to delivering outcomes. By doing so, project managers can ensure that their team's efforts are aligned with the genuine needs of their audience and create tangible value for the end consumer. [Extracted from the article]

The article discusses the limitations of relying on old formulas to solve today's business problems. It highlights three reasons why former formulas of success may not be applicable in current contexts: they don't work the same in all situations, they can be replicated by competitors, and they can have hidden risks. Instead, organizations should focus on changing the way people think and sharpening their cognitive skills. The article suggests three ways to do this: analyzing known unknowns, encouraging divergent thinking, and applying first-principles thinking. By developing these skills, individuals and organizations can better navigate change and position themselves for future success. [Extracted from the article]

The article discusses the concept of Contextual Intelligence (CI) and its importance in leadership. CI is the ability to recognize and understand the dynamic variables in a situation and adjust behavior accordingly. It involves assimilating insights from various sources and applying them to different contexts. The article emphasizes that CI goes beyond formal education and intellect, and is based on the connections between experiences. Leaders with CI are able to adapt their knowledge and skills to effectively navigate uncertainty and ambiguity. The article also highlights the significance of understanding the structural, operational, and cultural contexts within an organization. It concludes by suggesting that CI should be considered a necessary business skill for leaders. [Extracted from the article]

For example, the Iowa Gambling Task study highlighted how effective intuition is at effortlessly figuring out the probability of success for maximum gain. WHETHER IT'S A NEW PROJECT management platform or a complete company restructure, when organizations attempt to implement change, more often than not they are met with resistance. This is the realm of "behavioural context", where a hodgepodge of emotion and intuition interlacing creates a partially logic-based resistance to change. What are the specific opportunities where employees can use this new opportunity for change to their advantage?. [Extracted from the article]

The article discusses the detrimental effects of high turnover in organizational leadership, highlighting how frequent changes in Chief Executive Officers (CEOs) and department heads disrupt company culture and hinder long-term progress. Topics discussed include the reasons behind rapid turnover, its impact on employee morale and productivity, and strategies for breaking the cycle by involving employees in leadership selection and fostering internal talent development.

The article offers information on the time organization spend on innovation, change or improvement efforts. It mentions that how outcome of the time invested in innovation likely will have a larger and more sustained impact on the organization's success. It discusses that leaders should try to always put their organization in the best position possible no matter the future conditions.

The article discusses the need for change in the organization to address issues like low-retum investments and ineffective marketing strategies. It mentions need for new way of thinking to acquire change; and also mentions challenges for organization to deal with change as they have to researching best practices and identifying proven approaches to success.