Strategy and business models: indistinguishable or distinct and complementary?
What does the term ‘business model’ actually mean, and is it distinct from a corporate strategy? At Right Lane we believe that the two concepts are complementary descriptions of an organisation’s approach to winning in the market. Each represents a different cognitive approach, and both are essential for leaders to contemplate when charting the course for their organisation.
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Ten ideas to breathe life into your strategy
At Right Lane we believe that ‘best practice’ is an evolving concept and that continually seeking new ideas to improve your strategic planning process will help you breathe life into your next strategy. We draw on our experience and learnings from hundreds of recent engagements, to present 10 ideas for your organisation’s next annual strategy development process. These ideas will help bring premeditation, anticipation and purposeful design to your next strategy and planning process.
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The value of a robust diagnosis – be better prepared for next year’s strategy and planning process
Undertaking robust analyses of what’s happening in the world, the industry,
and within organisations, is critical for building an evidence base and a common reference point to draw upon when engaging in strategic thinking and strategic planning.
Balancing conviction and flexibility
Dr Marc Levy
If your organisation created a new 3-5 year strategy last year, what do you do this year? And next? Strategy shouldn’t be set and forget. We recommend 5 bases for challenging long term strategy.
Strategic thinking before strategic planning – know where to start and where to finish
Dr Marc Levy – May 2016
A strategy without a plan is too conceptual. A plan without a strategy is hollow. What is your strategy and what does it mean for what you are actually going to do?
This article outlines how timeless strategic questions (strategic thinking) should be satisfactorily answered ‘upstairs’ before clients move ‘downstairs’ to strategic planning.
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Preparing for the vision discussion
Debbie Williams and Zoe Pappas – May 2016
Asking boards and executive teams to articulate the change they want to see in the world and the distinctive role their organisation will play in creating that change brings a vision discussion back to what really matters and leads to outcomes that teams feel passionate about. Gaining broad input – for example, from staff and customers – can enrich the thinking.
Make informed decisions in the absence of a fact base
Brad McSwain
Right Lane explains how to confidently make informed decision in the absence of a deep fact base.
Create compelling company statements
Dr Marc Levy and Zoe Pappas – June 2015
We have developed a new approach for our social sector clients to help conceptualise and articulate a galvanising vision and mission.
Where to play and how to win: An approach to strategic thinking
Dr Marc Levy – June 2015
This approach to strategic thinking gives rise to interesting, engaging and ultimately useful; strategic discussions at the executive team and board level
Entry points to strategy
Dr Marc Levy and Brad McSwain – December 2014
There are numerous entry points that can be used to develop strategy and to test the robustness of strategy over time. This article suggests a way to benefit from taking multiple perspectives.