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# LBL Strategies
## Sitemaps
- [XML Sitemap](https://www.lblstrategies.com/sitemap.xml): Contains all public & indexable URLs for this website.
## Posts
- [Strategic Management Blog: From Theory to Practice](https://www.lblstrategies.com/resources/strategic-management-blog-from-theory-to-practice/) - [cs_content category="blog"][/cs_content]
- [Baldrige Foundation Chronicle Of Leadership & Management Vol 4](https://www.lblstrategies.com/baldrige-foundation-chronicle-of-leadership-management-vol-4/) - Download the Chronicle The latest edition of the Chronicle of Leadership & Management (Volume 4) is now available. Published by the Baldrige Foundation's Institute for Performance Excellence, the Chronicle is a peer-reviewed journal designed to share practical, real-world insights on leading and managing performance excellence across business, health care, education, government, manufacturing, nonprofit organizations, and
- [Creating a Strategy Playbook for Long-Term Success](https://www.lblstrategies.com/creating-a-strategy-playbook-for-long-term-success/) - Big goals need clear plays. Build a strategy playbook your team can actually use to stay aligned and focused. Many organizations invest time and energy crafting strategy, but struggle to translate it into consistent action. The result? Ambitious goals that never fully take root across the organization. That's where a strategy playbook comes in. Think
- [Just 2.5% of Organizations Explicitly Focus on Their Competition](https://www.lblstrategies.com/just-2-5-of-organizations-explicitly-focus-on-their-competition/) - By Ted Jackson, Co-Founder, ClearPoint Strategy In the fall of 2025, we created our first Strategic Planning Annual Report. As a strategic planning software company, we have years of great data about how organizations design and execute their strategies. By the time we did the analysis, we discovered we had 20,582 strategic plans and 30
- [How to Build Strategic Credibility in a Crowded Market](https://www.lblstrategies.com/how-to-build-strategic-credibility-in-a-crowded-market/) - In a noisy market, credibility wins. Learn how to position your strategy to earn trust and attention. Today's organizations aren't just competing on products or services - they're competing for confidence. Customers, partners, funders, and employees are inundated with claims of innovation and leadership. In that environment, strategic credibility becomes a differentiator. Credibility isn't built
- [The Connection Between Governance and Strategic Planning](https://www.lblstrategies.com/the-connection-between-governance-and-strategic-planning/) - Strong strategy needs strong governance. Learn how to align structure and planning for lasting results. Strategic plans don't succeed on vision alone. They succeed when the structures around them such as decision-making, oversight, accountability, and risk processes are aligned to support execution. That alignment is governance, and it plays a critical role in turning business
- [A Guide to Mapping Stakeholders for Strategic Impact](https://www.lblstrategies.com/a-guide-to-mapping-stakeholders-for-strategic-impact/) - Your strategy is only as strong as your buy-in. Learn how to map stakeholders to drive alignment and influence. Even the most thoughtful business strategy can stall without the right stakeholders engaged in the right way. Strategic success depends not only on sound analysis, but on understanding who influences decisions, who executes priorities, and who
- [What Every New Strategy Leader Should Know](https://www.lblstrategies.com/what-every-new-strategy-leader-should-know/) - Just landed in a strategy role? Here's what no one tells you - but you need to know to thrive. Stepping into a strategy leadership position is exciting - and daunting. Suddenly, you're expected to shape direction, influence senior leaders, and drive impact across the organization. Most new strategy leaders quickly realize that success in
- [Using Certification Programs to Build Internal Capacity](https://www.lblstrategies.com/using-certification-programs-to-build-internal-capacity/) - Want to grow internal strategy muscle? Certification programs might be your secret weapon. Many organizations rely on strategy consulting to tackle complex challenges - and that can be incredibly valuable. But the organizations that outperform over time pair external expertise with strong internal capability. They invest in building strategists inside the organization who can sustain
- [How to Make Strategic Planning an Ongoing Practice](https://www.lblstrategies.com/how-to-make-strategic-planning-an-ongoing-practice/) - Done-with-it strategy planning doesn't work anymore. Learn how to make strategy an evolving, everyday mindset. For decades, strategic planning was treated as a periodic event - often annual, sometimes every few years. Teams would gather, produce a plan, and move on. In today's environment, that model simply doesn't hold up. Markets shift quickly, risks emerge
- [Aligning Strategic Goals With Customer Needs](https://www.lblstrategies.com/aligning-strategic-goals-with-customer-needs/) - Are your goals just words on paper - or real drivers of action? Learn how to set strategic goals that actually move the needle. Many organizations invest significant time defining strategic goals - yet still struggle to see meaningful results. The problem usually isn't ambition. It's misalignment. When goals aren't clearly connected to real customer
- [10 Common Strategy Myths - Debunked](https://www.lblstrategies.com/10-common-strategy-myths-debunked/) - Think strategy is just for executives? Or that planning kills creativity? It's time to bust some of the most persistent myths about strategy - and replace them with what actually works. Despite the central role business strategy plays in organizational success, many teams still operate under outdated assumptions. These myths quietly undermine execution, alignment, and
- [Designing Strategy Training for Busy Professionals](https://www.lblstrategies.com/designing-strategy-training-for-busy-professionals/) - Your team is swamped - but they still need strategic skills. Learn how to deliver impactful training that fits real schedules. Today's professionals are operating at full capacity. Between operational demands, constant communication, and rapid change, carving out time for development can feel unrealistic. Yet this is precisely when strong strategic management capabilities matter most.
- [How to Evaluate the ROI of Your Strategic Initiatives](https://www.lblstrategies.com/how-to-evaluate-the-roi-of-your-strategic-initiatives/) - Learn how to calculate, and communicate, ROI that earns real buy-in. Many strategic initiatives sound promising on paper. But when leaders ask, "What are we actually getting for this investment?" teams often struggle to answer clearly. Evaluating the ROI of strategy isn't just a finance exercise - it's a core capability of effective strategic planning
- [Developing a Risk Appetite Statement Your Team Can Use](https://www.lblstrategies.com/developing-a-risk-appetite-statement-your-team-can-use/) - Learn how to define and align your risk tolerance to guide better decisions. Many organizations say they want to "manage risk better," yet few give their teams clear guidance on how much risk is acceptable in pursuit of their goals. That's where a well-designed risk appetite statement comes in - not as a compliance document,
- [The Art of Market Positioning in Strategy Execution](https://www.lblstrategies.com/the-art-of-market-positioning-in-strategy-execution/) - If your message is lost, so is your strategy. Learn how market positioning connects directly to execution. Organizations often spend months defining strategy - only to struggle when it's time to execute. The issue isn't usually the strategy itself. It's how that strategy is positioned in the market and understood internally. Market positioning isn't a
- [How to Train Cross-Functional Teams on Strategic Thinking](https://www.lblstrategies.com/how-to-train-cross-functional-teams-on-strategic-thinking/) - Cross-functional doesn't have to mean chaotic. Train teams to think strategically -even when they speak different "languages." Today's most complex challenges don't sit neatly within one department. Strategy increasingly happens at the intersection of functions - operations, finance, IT, HR, marketing, policy, and beyond. But when teams bring different priorities, vocabularies, and incentives to the
- [AI and Strategy: What Smart Organizations Are Doing Now](https://www.lblstrategies.com/ai-and-strategy-what-smart-organizations-are-doing-now/) - Wondering where AI fits in your strategy? Learn how real organizations are using it for insight, execution, and smarter decisions. Artificial intelligence has moved quickly from experimentation to expectation. But while many organizations are deploying AI tools, far fewer are integrating AI into their business strategy in a way that actually improves outcomes. The difference
- [Strategic KPIs: What to Track and Why It Matters](https://www.lblstrategies.com/strategic-kpis-what-to-track-and-why-it-matters/) - Goals everywhere but no momentum driving you toward them? Learn how to set strategic KPIs that drive real progress, not just dashboards for the board. Are your KPIs measuring what really matters? Let's break down how to align performance metrics with strategy. In business strategy, momentum is created not by activity, but by focused accountability
- [Reasons Why Strategic Planning Fails and What to Do Instead- Part 2](https://www.lblstrategies.com/reasons-why-strategic-planning-fails-and-what-to-do-instead-part-2/) - Once you've aligned with executive leaders and your core planning team, the next phase is critical: build a solid, shared understanding of your operating environment - external and internal. That means gathering insights from leadership and staff, customers/constituents, board members, partners, industry stakeholders and/or community representatives. Two things matter most here: Who's included. Have leadership
- [Upskill or Outsource? A Strategic Look at Your Training Options](https://www.lblstrategies.com/upskill-or-outsource-a-strategic-look-at-your-training-options/) - Organizations aiming to become more strategic in the year ahead face a fundamental challenge: strategy only works when the people leading it have the skills, structure, time, and discipline to lead the processes involved. As leaders assess limited budgets and rising expectations, they often confront a pivotal question: Should we develop internal capability or bring
- [Strategic Planning and Innovation: Why You Need Both](https://www.lblstrategies.com/strategic-planning-and-innovation-why-you-need-both/) - Trying to make sense of strategic planning and innovation? We break it down - and offer strategies that work. Many organizations treat strategic planning and innovation as separate disciplines. Strategy sets direction. Innovation creates new ideas. But in today's volatile environment, separating the two is a major risk. Sustainable success comes from intentionally integrating innovation
- [Strategy in 2025: What High-Performing Teams Are Doing](https://www.lblstrategies.com/strategy-in-2025-what-high-performing-teams-are-doing/) - Over the past forty years, we've had a ringside seat observing strategy teams across government, nonprofits, tribal nations, and business. As the field of strategy has matured in both theory and practice, a recognized pattern keeps showing up: High-performing teams treat strategy management as an integrated system of behaviors. These seven strategic-management behaviors build alignment,
- [How Strategic Planning Drives Organizational Resilience](https://www.lblstrategies.com/how-strategic-planning-drives-organizational-resilience/) - Resilient organizations don't just bounce back - they plan ahead. In a world defined by volatility, uncertainty, and disruption, organizational resilience has become a strategic differentiator. The most adaptive organizations aren't just lucky - they're deliberate. They integrate resilience into every aspect of their business strategy, from vision to execution. The Link Between Strategy and
- [How to Assess and Elevate Your Organization's Strategic Maturity](https://www.lblstrategies.com/how-to-assess-and-elevate-your-organizations-strategic-maturity/) - How mature is your organization's strategy management system? In an era marked by volatility, uncertainty, and rapid disruption, many organizations invest heavily in strategic planning without taking the time to understand their true strategic maturity. The result? Plans that look strong on paper but lack the organizational capabilities, rhythms, and discipline required to execute effectively.
- [How to Map a Personalized Learning Path for Strategy Teams](https://www.lblstrategies.com/how-to-map-a-personalized-how-to-map-a-personalized-learning-path-for-strategy-teams/) - Your strategy team is one of the most powerful drivers of organizational success. But while they share common goals, each member brings different strengths, experiences, and development needs. That's why the most effective capability-building approach isn't one-size-fits-all - it's strategic. Why Personalization Matters High-performing organizations know that leadership training and development must align directly with
- [Creating High-Impact Strategic Objectives in Complex Organizations](https://www.lblstrategies.com/creating-high-impact-strategic-objectives-in-complex-organizations/) - Today's leaders face a perfect storm of complexity including multi-layered organizations, limited resources, shifting priorities, and volatile environments that can change overnight. For many government agencies and large enterprises, leadership turnover, potential disruptions such as government shutdowns, and uncertainty surrounding budgets or directives from agencies like the Department of Government Efficiency (DoGE) make it increasingly
- [The Business Case for Strategy Certification](https://www.lblstrategies.com/the-business-case-for-strategy-certification/) - In today's fast-moving and uncertain environment, organizations need more than good intentions and well-worded plans. They need resilient systems that connect vision to execution, building organizational resilience, managing risk, and aligning people and resources around a clear strategic direction. At LBL Strategies, we've seen firsthand how transformative it can be when professionals earn strategy certification
- [What Is Enterprise Risk Management? A Strategic Lens](https://www.lblstrategies.com/what-is-enterprise-risk-management-a-strategic-lens/) - Most organizations treat risk as something to react to. But in reality, the strongest leaders know risk is something you can anticipate, shape, and strategically leverage. That's where the strategic discipline of Enterprise Risk Management (ERM) comes in. ERM Through a Strategy Lens So what is ERM, really? It's the practice of looking across your
- [Creating Strategic Objectives That Actually Drive Performance](https://www.lblstrategies.com/creating-strategic-objectives-that-actually-drive-performance/) - Are your strategic objectives just words on paper, or intentional outcomes of organizational performance? In many organizations, strategic objectives sound aspirational but are too vague, and lack what's needed to influence daily decisions. The challenge is not simply to write strategic objectives but to craft ones that truly align with your organization's strategic direction, anchored
- [The Beginner’s Guide to Strategy Consulting Frameworks](https://www.lblstrategies.com/the-beginners-guide-to-strategy-consulting-frameworks/) - I still remember the first time I led a "strategic planning process." It was 1978, and I was a new executive director of a small Chicago nonprofit serving people with disabilities. My goal was simple but daunting: earn accreditation from the Commission on Accreditation of Rehabilitation Agencies, which required a board-approved Comprehensive Long-Range Plan. I
- [Reasons Why Strategic Planning Fails – and What to Do Instead](https://www.lblstrategies.com/reasons-why-strategic-planning-fails-and-what-to-do-instead/) - Reasons why strategic plans fail are myriad and can be found throughout the planning and management process. One causative factor can be identified by looking in the mirror. By that I mean the human condition as revealed by the efforts of people involved and their level of engagement in the process. As strategy professionals we
- [How Professional Development Fuels Long-Term Strategy Execution](https://www.lblstrategies.com/how-professional-development-fuels-long-term-strategy-execution/) - Trying to make sense of how professional development fuels long-term strategy execution? We break it down - and offer strategies that work. In today's fast-changing environment, strategy isn't just about creating a plan - it's about building the capability to deliver it. Many organizations underestimate the link between professional development and sustainable strategic execution. The
- [The Link Between Leadership Training and Strategic Success](https://www.lblstrategies.com/the-link-between-leadership-training-and-strategic-success/) - In today's disrupted and fast-moving world, organizations of all kinds and sizes cannot rely solely on agile instincts and tactical thinking. The real differentiator is the capacity of leadership at all levels of the organization to think strategically, act decisively, and adapt continuously. Leadership training, when intentionally aligned with strategy, becomes the critical bridge between
- [Strategic Planning for Remote and Hybrid Teams](https://www.lblstrategies.com/strategic-planning-for-remote-and-hybrid-teams/) - Remote work changed the game - has your strategic planning kept up? The modern workplace looks very different from just a few years ago. Distributed teams, flexible schedules, and digital collaboration tools have redefined how work gets done. Yet many organizations still rely on traditional, in-person models of planning that don't fully fit today's reality.
- [How to Incorporate Risk Planning Into Everyday Decision-Making](https://www.lblstrategies.com/how-to-incorporate-risk-planning-into-everyday-decision-making/) - "Hope isn't a strategy." Yet too often, organizations rely on optimism rather than disciplined risk planning when making critical choices. In a world where disruption is the norm, proactively weaving risk considerations is a hallmark of effective business strategy. Many organizations focus on risk only during annual reviews or compliance cycles. But true enterprise risk
- [The Role of Competitive Analysis in Effective Strategy Consulting](https://www.lblstrategies.com/the-role-of-competitive-analysis-in-effective-strategy-consulting/) - In today's rapidly shifting organizational environment, competitive analysis is more than a diagnostic tool; it's a foundational deliverable for effective strategy consulting. Whether a client is seeking sharper market positioning, stronger strategic execution, or a clearer link between vision and mission, competitive analysis provides important insights needed to design and deliver a winning organizational strategy.
- [5 Ways to Align Your Team Around a Shared Strategic Vision](https://www.lblstrategies.com/5-ways-to-align-your-team-around-a-shared-strategic-vision/) - On May 25, 1961, President John F. Kennedy stood in front of a joint session of Congress and declared: "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth." The original moonshot vision statement
- [From Goals to Foresight to Action: the Role of Force-field Analysis](https://www.lblstrategies.com/from-goals-to-foresight-to-action-the-role-of-force-field-analysis/) - Force Field Analysis (FFA) is a straightforward, decision-making and change management tool developed to identify and analyze the forces that drive and oppose change within an organization. By mapping out "driving forces" that support achievement of an agreed upon goal and "restraining forces" that oppose it, strategy professionals and their team(s) are able to visualize
- [The Future of Strategic Management in Government and DoD Sectors](https://www.lblstrategies.com/the-future-of-strategic-management-in-government-and-dod-sectors/) - The pace of change facing government and defense organizations is unlike anything in recent memory. From emerging technologies and shifting geopolitical landscapes to workforce transitions and new mission requirements, the environment is increasingly complex - and increasingly uncertain. How can leaders ensure their strategies remain effective under these conditions? The answer lies in advancing the
- [Scenario-Based Planning for Strategy Teams: Tools and Techniques](https://www.lblstrategies.com/scenario-based-planning-for-strategy-teams-tools-and-techniques/) - Wish your team was better prepared for the unexpected? In today's environment, business strategy can't just be about setting goals for what's likely to happen - it has to prepare for what might happen. Market shifts, new competitors, technology disruptions, and geopolitical changes rarely come with advance notice. That's why leading organizations are turning to
- [Risk Assessment in Uncertain Times: A Practical Guide](https://www.lblstrategies.com/risk-assessment-in-uncertain-times-a-practical-guide/) - How do you prepare for risk when the future feels chaotic? For many leaders, uncertainty can feel overwhelming. Economic shifts, geopolitical tensions, supply chain disruptions, and technological advances are colliding faster than ever. But here's the truth: risk doesn't have to paralyze your organization - it can sharpen your business strategy. Why Risk Assessment Matters
- [Mastering Strategic Foresight: Planning for What You Can’t See](https://www.lblstrategies.com/mastering-strategic-foresight-planning-for-what-you-cant-see/) - You can't accurately predict the future - but you can prepare for it. In today's volatile environment, the organizations that thrive aren't the ones with perfect forecasts, but those with the capacity to anticipate disruption, adapt quickly, and seize opportunities. That's where strategic foresight comes in. Why Foresight Matters Traditional business strategy tools like the
- [Upskilling Your Strategy Team: The Hidden ROI](https://www.lblstrategies.com/upskilling-your-strategy-team-the-hidden-roi/) - Your team has potential - they just need the right tools. In today's dynamic environment, organizations can't afford to leave strategy to chance. Effective strategic management requires more than just a plan - it demands skilled practitioners who can navigate uncertainty and drive strategic execution. Yet many leaders overlook a critical investment: upskilling their own
- [From Plan to Action: A Guide to Strategic Execution That Works](https://www.lblstrategies.com/from-plan-to-action-a-guide-to-strategic-execution-that-works/) - Strategy Execution: Beyond the Plan Defining an organizational strategy and writing a strategic plan are the easy parts. Analyzing the environment, exploring scenarios, crafting the vision, and setting strategic goals and objectives are critical tasks, but they are only the beginning. The true test of leadership comes in execution when strategy must move off the
- [How to Build a Culture of Strategic Thinking in Your Organization](https://www.lblstrategies.com/how-to-build-a-culture-of-strategic-thinking-in-your-organization/) - Why Thinking and Planning Must Work Together Several years ago, my business partner, Doug Maris, wrote a blog post entitled "What's the Difference Between Strategic Thinking and Strategic Planning?". In it, he highlights the distinction between the two while underscoring their symbiotic relationship. As Doug observes, "The two not only work together, but they require
- [From the City of Brotherly Love: A Call to Build Strategic Resilience Across Government](https://www.lblstrategies.com/from-the-city-of-brotherly-love-a-call-to-build-strategic-resilience-across-government/) - By Robin Champ, Vice President, Strategic Foresight - LBL Strategies Chair, Government Community of Practice - IASP I just wrapped up an energizing few days at the annual International Association for Strategy Professionals (IASP) conference - this year held in Philadelphia. A city steeped in history, where the very concept of American governance was debated
- [A Wedding, Old Friends, and a Reflection on the State of Strategy](https://www.lblstrategies.com/a-wedding-old-friends-and-a-reflection-on-the-state-of-strategy/) - This past weekend, I had the joy of attending the wedding of a dear friend - someone I worked with over 30 years ago. It felt like a mini-reunion, reconnecting with colleagues, friends, and acquaintances I hadn't seen in decades. Most were now retired, but a few were still in the arena. During one of
- [Preparing Your Organization to Navigate the AI Revolution](https://www.lblstrategies.com/preparing-your-organization-to-navigate-the-ai-revolution/) - By Colleen Campbell, Founder and AI Strategist We are standing at the threshold of a new renaissance, where technology and human ingenuity converge to rewrite the rules of business. The expectations are bold: AI's global economic contribution will reach $15.7 trillion by 2030 and 72% of leaders now recognize AI as a competitive edge.[1] [2]
- [The Role of a Strategic Management Calendar in Performance Excellence](https://www.lblstrategies.com/the-role-of-a-strategic-management-calendar-in-performance-excellence/) - By Randall Rollinson & Tamera Fields Parsons Introduction Achieving performance excellence requires more than strategic intent, it demands disciplined execution and review. A strategic management calendar provides a foundational rhythm to strategy formulation, execution, performance management and more. This article explores its role in performance excellence, including key components, benefits, implementation, and insights from Baldrige
- [“Critical Friend” Skills in Strategy Management & Performance Excellence](https://www.lblstrategies.com/critical-friend-skills-in-strategy-management-performance-excellence/) - By Randall Rollinson and Tamera Fields Parsons The concept of a "critical friend" has its roots in educational development and action research from the 1970s and 1980s. Originally introduced to enhance reflective practice among educators (Nuttall, 1977), the idea was later refined by scholars such as Costa and Kallick in Through the Lens of a
- [Strategic Foresight: A Resilience Tool for Baldrige Performance Excellence Champions](https://www.lblstrategies.com/strategic-foresight-a-resilience-tool-for-baldrige-performance-excellence-champions/) - By Randall Rollinson and Tamera Fields Parsons Introduction In today's complex and rapidly evolving landscape, the ability to anticipate change and adapt effectively is a cornerstone of organizational success. Strategic foresight-the disciplined process of envisioning possible futures and preparing for them-is not merely a strategy-setting tool but a vital component of organizational resilience and sustained
- [Two Pages in the Same Book](https://www.lblstrategies.com/two-pages-in-the-same-book/) - By Randall Rollinson and Tamera Fields Parsons In an earlier post, we proposed the discipline of strategic management, and the Baldrige Excellence Framework are, in fact, "Two Sides of the Same Coin." Today's metaphor is "Two Pages in the Same Book." This metaphor suggests that while two frameworks may seem separate, they are integral to
- [Shaping the Future: How to Build Strategic Plans That Drive Federal Success](https://www.lblstrategies.com/shaping-the-future-how-to-build-strategic-plans-that-drive-federal-success/) - By Robin Champ, Vice President Strategic Foresight, LBL Strategies As federal employees, the strategic planning process offers us a unique opportunity to shape the future of our agencies and the services we provide to the public. With the requirements under the Government Performance and Results Act Modernization Act (GPRAMA) and OMB Circular A-11, Part 6,
- [Two Sides of the Same Coin](https://www.lblstrategies.com/two-sides-of-the-same-coin/) - By Randall Rollinson & Tamera Fields Parsons At the heart of every successful organization lies the ability to align strategy with performance excellence. Yet, for many leaders, the challenge is not recognizing the importance of effectively integrating these two disciplines-uniting them in a way that drives real, measurable results. This article aims to empower
- [Driving Tomorrow's Strategies: Robin Champ on Federal News Network's GovNavigators Podcast](https://www.lblstrategies.com/driving-tomorrows-strategies-robin-champ-on-federal-news-networks-govnavigators-podcast/) - In a recent appearance on the GovNavigators Podcast, Robin Champ, Vice President of Strategic Foresight at LBL Strategies, alongside Suzette Brooks Masters from the Federal Foresight Advocacy Alliance, passionately discussed the crucial role of strategic foresight in shaping governmental strategies. The podcast centered on their advocacy for the establishment of a U.S. Office of Strategic
- [Redefining Alignment: Embracing the Chaos of a Networked World](https://www.lblstrategies.com/redefining-alignment-embracing-the-chaos-of-a-networked-world/) - In today's turbulent landscape, where hierarchies clash with networks, the traditional concept of strategy is being challenged like never before. Niall Ferguson's insightful exploration in "The Square and the Tower" sheds light on the dynamic interplay between hierarchical organizations and networked communities, raising profound questions about the relevance of long-term strategic planning in a world
- [Engage stakeholders and govern strategy as an ongoing process](https://www.lblstrategies.com/engage-stakeholders-and-govern-strategy-as-an-ongoing-process/) - To be effective at performance management, stakeholder engagement and strategic governance must be a continuous and integrated process. Stakeholder Engagement – "To do all that is necessary to get the various stakeholder groups, particularly employees, to commit themselves to make the new strategy work." [1] Strategic Governance – The role of the Board of Directors
- [Strategic Management After World War II](https://www.lblstrategies.com/strategic-management-after-world-war-ii/) - In our last post on the soon to be released Strategy in the 21st Century, Second Edition, we summarized the Military Origins of Strategy. In this post we move the Strategy Timeline forward to post World War II. For the most part the development of strategic management following World War II was conducted without particular
- [A Strategic Vision for Civics](https://www.lblstrategies.com/a-strategic-vision-for-civics/) - For many, the term “civics” conjures images of musty social studies classes, School House Rock cartoons, and lectures on American history whose characters sometimes seem as remote from the issues of our day as the moon. The need for civics is obvious to those with a natural concern for social and political issues, but for
- [The Crucial Role of Core Values in Organizational Strategy](https://www.lblstrategies.com/the-crucial-role-of-core-values-in-organizational-strategy/) - In the fast-paced world, where strategies are formulated and executed with lightning speed, one foundational element often gets overlooked—the core values of an organization. In the arena of strategy consulting, it is not uncommon for the client to request “skipping” core values so the planning team can focus on more shiny and exciting elements of
- [Military Origins of Strategy](https://www.lblstrategies.com/military-origins-of-strategy/) - We are often asked about the origins of strategy. Below is an excerpt from the second edition of Strategy in the 21st Century which clearly documents the role of the military. The military origins of strategy predate recorded history. The rivalries between competing tribes; clans; villages; city-states; and, ultimately, nations have been the natural resource
- [Planning Team Personalities](https://www.lblstrategies.com/planning-team-personalities/) - Colonel Daniel Sukman - Chief of Strategy, Joint Staff (Pentagon). Dan is a recent graduate of LBL’s Mastering Strategy bootcamp hosted by the Army Strategist Association. “Ultimately, the team has to come first even though we all have individual goals and preferences.” –Bill Belichick Some of the greatest coaches in professional sports include the
- [Why does Amazon Succeed? Answer: They focus on their Core Competencies!](https://www.lblstrategies.com/why-does-amazon-succeed-answer-they-focus-on-their-core-competencies/) - In these most challenging of times, organizations are well served when they analyze, embrace and leverage what makes them special in the eyes of those they serve. Such an analysis is often referred to as a core competency analysis. Such an analysis defines the bundle of skills and technologies that enable a company (or organization)
- [Book Review: "4 Steps to the Future" by Dr. Richard Lum](https://www.lblstrategies.com/book-review-4-steps-to-the-future-by-dr-richard-lum/) - "4 Steps to the Future" by Dr. Richard Lum is a thought-provoking and insightful guide that navigates readers through a compelling framework for understanding and preparing for the future. Dr. Lum's expertise in strategic foresight shines through as he masterfully breaks down complex concepts into accessible and actionable steps, making this book an essential read
- [The Crucial Role of Foresight: Exploring OMB Circular A-11 Part 6](https://www.lblstrategies.com/the-crucial-role-of-foresight-exploring-omb-circular-a-11-part-6/) - In an ever-evolving world where change is the only constant, organizations, both public and private, must possess the ability to prepare for future challenges and identify opportunities. One framework that emphasizes this critical need for foresight is outlined in the Office of Management and Budget (OMB) Circular A-11 Part 6. This framework provides guidelines for
- [Elevate Your AI Game by Thinking About More Than Efficiency](https://www.lblstrategies.com/elevate-your-ai-game-by-thinking-about-more-than-efficiency/) - As a strategy professional, you may be considering how your own or your client's organization can use generative AI and other forms of machine intelligence to improve its performance. If you are following the same path as most others, you are looking for ways to use ChatGPT and other intelligent machine (IM) technologies to replace
- [LBL Strategies recognized by Army Strategist Association (ASA)](https://www.lblstrategies.com/lbl-strategies-recognized-by-army-strategist-association-asa/) - As a veteran-owned small business, LBL Strategies is proud to announce that we are a Platinum Corporate Partner with the Army Strategist Association (ASA). Our main focus of this partnership is to leverage LBL's strategy management knowledge and training expertise to add tangible value to active-duty Army strategists and veterans via the ArmyIgnited Credentialing Assistance
- [The Strategy of Work-Life Balance](https://www.lblstrategies.com/the-strategy-of-work-life-balance/) - I recently returned from our family vacation - a time of rest, fun, catching up with family, and time for reflection. I really value this get-away. I find that as I separate from "the office" by changing surroundings - both the physical environment and my human interactive environment, my mind becomes more creative. Each day
- [My Front Row Seat to Conscious Capitalism](https://www.lblstrategies.com/my-front-row-seat-to-conscious-capitalism/) - Reading about "Conscious Capitalism" is rather common. Experiencing it firsthand is something totally different. I was invited to a front-row seat to experience one organization's commitment to creating sustainable value for all stakeholders, especially the planet. LBL Strategies' client Clarke (clarke.com) is committed to "making communities around the world more livable, safe, and comfortable" by
- [How Chat GPT is Revolutionizing Scenario Development](https://www.lblstrategies.com/how-chat-gpt-is-revolutionizing-scenario-development/) - Generative Artificial Intelligence (AI), with the new application like Chat GPT is the talk of the town. While there has been talk about AI replacing many job series - even those in the medical profession - I never thought about it replacing MY job - a foresight and strategy practitioner. After months of resistance, I
- [Havana Syndrome: On the Need for Strategic Foresight and Lessons Learned](https://www.lblstrategies.com/havana-syndrome-on-the-need-for-strategic-foresight-and-lessons-learned/) - In 2016, a number of personnel working with the Department of State at the United States Embassy in Havana, Cuba presented with debilitating physical and cognitive signs and symptoms that necessitated their medical evacuation to the United States. These individuals were subsequently diagnosed as having anomalous health incidents (AHI) that have come to be called
- [Foresight is left of Strategy](https://www.lblstrategies.com/foresight-is-left-of-strategy/) - I just returned from the April 19-20 U.S. Government's Foresight Symposium held at the BRICC in Arlington, VA. The event was hosted by Air Force Futures in partnership with the Federal Foresight Community of Interest (FFCOI.org). Included was a presentation highlighting the Air Force Global Futures Report: Joint Functions in 2040, published on AF.mil Without
- [OKRs vs KPIs vs KRAs: What's the Difference?](https://www.lblstrategies.com/whats-the-difference-between-the-kpis-okrs-and-kras/) - When it comes to setting organizational goals, finding the right measures to track your success is a crucial part of the process. If you want to keep up with a changing market, you should know how well you’re doing, how you can improve and what effect your actions are having on your overall strategy. Needless
- [4 Ways to Improve Strategic Execution with Performance Management System](https://www.lblstrategies.com/4-ways-a-performance-management-system-will-improve-strategic-execution/) - As a chief strategy officer or someone involved in business performance management, you know first hand the struggles associated with getting your team (or more broadly, your organization) to execute on strategy. There are so many obstacles to overcome, including those associated with using Excel or PowerPoint as your performance management system. Fortunately, there is
- [What Is Strategy Execution and Culture?](https://www.lblstrategies.com/strategy-execution-and-culture-the-glue-that-binds/) - Chess is often used as a symbol or example of strategy – and for good reason. The metaphor for chess goes beyond the level of the game as a format for strategy. Chess is also a metaphor for strategy execution and can be used to explain the importance of culture in the execution of strategy,
- [The Strategic Implications of Organizational Communication](https://www.lblstrategies.com/the-strategic-implications-of-organizational-communication/) - In today's fast-paced business environment, executing strategy with agility is crucial for success. However, evidence demonstrates that the majority of companies struggle to deliver on their objectives, as disclosed by their own admission. Shockingly, 95 percent of employees are either unaware of or do not comprehend their company's strategy[1], which may explain why 48 percent
- [How Often Should A Company Revise Its Strategic Plan?](https://www.lblstrategies.com/never-stop-evaluating-your-strategic-plan/) - As the rate of innovation, disruption, and change accelerates across all sectors private, public, and nonprofit, the requirements of strategic planning are called into question. New methodologies, techniques and tools such as OKRs come to the fore challenging organizations to adopt shorter timetables and be more nimble in the formulation of strategy, evaluating performance, and
- [What is Strategic Management?](https://www.lblstrategies.com/what-is-strategic-management/) - We use the term “strategic management” often, but what exactly is strategic management? To some, it might seem obvious, but the reality is that the term has a lot underneath the surface that is worth unpacking. To understand what strategic management is from a base level, let’s turn to our friends at the International Association
- [How Might Artificial Intelligence Impact Strategic Planning and Management?](https://www.lblstrategies.com/how-might-artificial-intelligence-impact-strategic-planning-and-management/) - Advanced artificial intelligence technologies have the potential to significantly impact the field of strategic planning and management. One of the keyways AI can impact strategic planning is by enabling more informed decision-making. AI algorithms have the capability to process large amounts of data and identify patterns and relationships, which can provide insights that would be
- [Strategy through a Creative and Inclusive Lens](https://www.lblstrategies.com/strategy-through-a-creative-and-inclusive-lens/) - In just three short months, strategists from around the world will gather in Atlanta, Georgia for the first time since pre-covid. The importance of this gathering to our community is central to our mission. In any year, the International Association for Strategy Professionals (IASP) - formerly the Association for Strategic Planning - conference is great. We meet with
- [Culture Can Make or Break Your Transformation](https://www.lblstrategies.com/culture-can-make-or-break-your-transformation/) - “Does strategy drive culture … or does culture drive strategy?” In this short piece, I provide an easy-to-use definition of culture, explain its critical relationship to strategy implementation, and answer the above question. Culture can be defined as the way an organization does anything and everything. When the leadership team announces they want to change
- [Three Lessons in Effective Leadership from Elon Musk](https://www.lblstrategies.com/three-lessons-in-effective-leadership-from-elon-musk/) - Part 2 of our blog series. Elon Musk is a unique person. The CEO of his own space exploration company, Space X, and the genius behind the premium car brand, Tesla, Musk is constantly pushing the edge of what’s possible. Often referred to half-jokingly as a real-life Iron Man, Musk seems to always be on
- [Data vs. Experience: Is Going with Your Gut Obsolete?](https://www.lblstrategies.com/data-vs-experience-is-going-with-your-gut-obsolete/) - As the business world’s dependence on data collection and analytics continues to grow, many strategic planners are left wondering what their role is going to be in this new era of computer-driven decision making. Is the old-school CEO going to be usurped by technology, or is there still room for someone with professional experience to
- ["Sensing" & "Use of Self"
How Agile Leverages the Human Factor](https://www.lblstrategies.com/sensing-use-of-selfhow-agile-leverages-the-human-factor/) - Case Study 1 – What is the Context? A regional Chief Technology Officer (CTO) proposed a novel solution to a “hot-potato” public safety problem. Dropped calls, 911 wait times and failed hand-offs between police, fire and emergency medical agencies resulted in well documented loss of life and property. It was a frequent highlight in the
- [Environmental Awareness in Organization Strategy](https://www.lblstrategies.com/environmental-awareness-in-organization-strategy/) - Public outcry for environmental action is escalating, carbon reduction targets are not being met, and worst-case “global average” temperature rise is becoming more likely and has been declared by the National Oceanic & Atmospheric Administration as a “long-term global upward trend that is clear and unambiguous.” Armed with urgent warnings coming out of the climate
- [Book Review: "Learning from Tomorrow" by Bart Édes](https://www.lblstrategies.com/book-review-learning-from-tomorrow-by-bart-edes/) - The nature of challenges facing governmental organizations has never been more complex, staggering in scope and strategically important. To give governmental organizations every opportunity to successfully prepare, a growing consensus is emerging on the need to do a much better job of anticipating what realities could lie ahead, rather than exclusively planning for current trends
- [Vincent Van Gogh – A Strategist](https://www.lblstrategies.com/vincent-van-gogh-a-strategist/) - It's THAT time of year. Yes, the time when we reflect on the old year and then make our New Year's resolutions. Like many, I want to be healthier (Resolution 1) and add more value (Resolution 2) in 2023! So how can I (and by extension you) help shape this year and our own behavior
- [Execution Success: The critical role of leaders](https://www.lblstrategies.com/execution-success-the-critical-role-of-leaders/) - The capabilities and behaviors leaders must exhibit to ensure successful execution of strategy is at the heart of performance. "When leaders create the right conditions for execution and guide people through the journey, it demonstrates their authentic commitment and sincerity." (Speculand, 2017) Too often leaders do not understand and/or appreciate the important role they play
- [Building a Strategic Information “Radar” System - Part II](https://www.lblstrategies.com/building-a-strategic-information-radar-system-part-ii/) - In this the second segment of our “Radar” post. We offer insights into facilitating the learning and strategic thinking processes in leadership teams of mid-sized organizations. Whether it is in a private sector, public sector or nonprofit organization we believe these principals apply. Let’s begin with a clear statement of our baseline assumptions. Accurate assessment
- [Strategic Foresight for Army Transformation](https://www.lblstrategies.com/strategic-foresight-for-army-transformation/) - The COVID pandemic in 2020, coupled with other global disruptions like social unrest, changes in the geo-political environment, and political polarization, has emphasized the importance of planning amid perpetual uncertainty. The practice of strategic foresight - popularized by the Shell corporation in the 1970s - has recently seen a surge in demand as organizations recognize
- [Culture or Communications? - Other disconnects that can cause failure in Strategy Management](https://www.lblstrategies.com/culture-or-communications-other-disconnects-that-can-cause-failure-in-strategy-management/) - Forgetting the importance of current operations during strategy development – aka not aligning strategy and operations – is a common disconnect on which much has been written recently. A lack of alignment between strategy and operations is one of several ways to assure a published strategy becomes what many refer to as "shelfware". In my
- [The Most Important Role in Strategy Execution… The CEO](https://www.lblstrategies.com/the-most-important-role-in-strategy-execution-the-ceo/) - A few years ago our team completed an intense assignment with a mid-sized organization located in the Midwest. Our charge was twofold. In Phase 1 we helped the organization set and communicate a new strategy for the future. As part of this process we conducted a thorough environmental assessment with more than fifty key stakeholders.
- [Book Review: Strategy Implementation Playbook - A Step-By-Step Guide](https://www.lblstrategies.com/book-review-strategy-implementation-playbook-a-step-by-step-guide/) - There’s nothing better than the passion that naturally flows from learning - especially when it comes packaged in the form of “distilled wisdom” from proven experts. Antonio Nieto-Rodriguez & Robin Speculand (co-founders of the Strategy Implementation Institute) have, once again, ignited my passion for learning with their co-written Strategy Implementation Playbook – A Step-by-Step Guide
- [Our Role Has Evolved to Include Strategic Foresight!](https://www.lblstrategies.com/our-role-has-evolved-to-include-strategic-foresight/) - By Randall Rollinson, Founder/President, LBL Strategies In today’s disrupted operating environment, a traditional approach to external analysis (i.e., PESTEL/SWOT) alone is not sufficient to provide the strategic foresight required to effectively inform today’s strategic planning processes. Historically, the practice of strategic management has not included Foresight/Scenario-Based Planning as a core component, but rather as a
- [Don’t Overlook Aligning Strategy and Operations – A Primary Driver of Strategy Execution Success](https://www.lblstrategies.com/dont-overlook-aligning-strategy-and-operations-a-primary-driver-of-strategy-execution-success/) - An unprecedented level of discontinuous change[1] frames the strategic context most organizations navigate today. This reality shapes every aspect of strategy setting and execution. To create tangible value for customers and other stakeholders, there must be clear alignment of the organization’s strategy with its operating model. Aligning an operating model, including unit roles and individual
- [Embrace Uncertainty - Build Foresight!](https://www.lblstrategies.com/embrace-uncertainty-build-foresight/) - Written by Robin Champ, Foresight Expert/Senior Trainer, LBL Strategies Albert Einstein said the definition of insanity is doing the same thing over and over again and expecting a different result. We can apply the same adage to strategy. If we always use the same input and thought process when developing strategy, will we really get
- [Learning from Failure](https://www.lblstrategies.com/learning-from-failure/) - Guest blog by Dr. Chris Yapp There are many sayings around the theme that “experience is a hard teacher." I have heard many speeches in which people say something along the lines of, "we learn more from our failures than from our successes." For obvious reasons, we tend not to put these on our LinkedIn
- [Book Review: "Big Decisions," by Lee Crumbaugh](https://www.lblstrategies.com/book-review-big-decisions-by-lee-crumbaugh/) - There are decisions and then there are decisions. Lee Crumbaugh knows this truth. He is a strategist, consultant and business coach with 50 years of experience across sectors and industries. Crumbaugh’ s new book, Big Decisions, does a terrific job of cautioning us that these Big Decisions, or “strategic decisions,” need to be processed much
- [Yes, But How Does It Make You Feel? Strategic Alignment and Employee Happiness](https://www.lblstrategies.com/yes-but-how-does-it-make-you-feel-strategic-alignment-and-employee-happiness/) - Every year, thousands of organizations engage in some form of strategic planning process. The strategic planning process has many moving parts - from strategy formulation to execution. One element critical to the success of strategy execution is the alignment of employees to strategy. Strategic alignment occurs when employees at all levels of the organization are
- [Jumping All In: Implementing Strategy with Agility Concepts](https://www.lblstrategies.com/jumping-all-in-implementing-strategy-with-agility-concepts/) - In a world of buzzwords and trendy fads, creating plans for executing a strategic goal can seem overwhelming. Perhaps you’ve asked yourself these, or similar, questions when creating and putting in place your strategy: "We have no down time to think about our strategy." "Everything is constantly in flux, so how can we possibly plan
- [IASP’S NEW CERTIFICATION COMPETENCY FRAMEWORK – AND THE ROLE OF FACILITATION](https://www.lblstrategies.com/asps-new-certification-competency-framework-and-the-role-of-facilitation/) - As part of a continuous improvement process, the International Association for Strategy Professionals (IASP) in 2019 invested in a precise research initiative to understand and define what strategy professionals actually do and the competencies that are required. Once the research was completed, IASP’s Certification Commission updated the Association’s two certification exams to align with these
- [Leaders Should Focus on Long-Term Goals to Successfully Deploy Agency Strategy](https://www.lblstrategies.com/leaders-should-focus-on-long-term-goals-to-successfully-deploy-agency-strategy/) - By J. Woody Stanley At the time this article was published, cabinet-level departments and agencies in the US federal government were preparing to release a four-year strategic plan outlining their direction and goals during President Biden’s administration. The strategic plan, which is required by 5 U.S.C. 306, reflects deliberations and decisions taken by agency officials
- [The “Great Resignation” Reveals Leadership’s “Achilles’ Heel” in Effective Change](https://www.lblstrategies.com/the-great-resignation-reveals-leaderships-achilles-heel-in-effective-change/) - By Richard Thayer, William Zybach, and Sally Parker, Syngineering Solutions Several of our friends and relatives have left their jobs over the past few months – many of them with no new position to move into. They just walked away. This seems to be happening everywhere – but why? To help answer this, McKinsey & Company conducted surveys
- [Good Governance and Agility – Two Sides of the Same Coin](https://www.lblstrategies.com/good-governance-and-agility-two-sides-of-the-same-coin/) - Will Rogers’ quote, “Even if you're on the right track, you'll get run over if you just sit there,” is truer today than ever before. Changes in business and organization environments seem to be occurring at warp speed bringing with them not only new challenges but also opportunities that were unknown a short while ago.
- [Strategic Planning and Management: The Argument for Professional Credentialing](https://www.lblstrategies.com/strategic-planning-and-management-the-argument-for-professional-credentialing/) - The world is increasingly uncertain – progressively complicated by misinformation, disinformation, and digital interference by increased technological disruptions such as Deep Fakes. To navigate this complicated environment, we must adopt “evidence-based” decisions. This requires us to lean on a team of educated professionals, routed in requisite knowledge and experience to guide us to a desirable
- [A System for Excellence in Healthcare: Criterion to Meet and a Process to Achieve](https://www.lblstrategies.com/a-system-for-excellence-in-healthcare-criterion-to-meet-and-a-process-to-achieve/) - The Baldrige Excellence Framework and its Criteria for Performance Excellence incorporate proven practices on current leadership and management issues into a set of questions that help to align organizational resources and efforts to achieve success. The Baldrige Framework sets out “Criterion to Meet” in a non-prescriptive systems approach. Similarly, the discipline of Strategic Management enables
- [Resilience is More Than a Plan – It is a Strategy](https://www.lblstrategies.com/organizational-resilience-strategy/) - Develop strategic objectives for increasing your organization’s adaptive capacity and your ability to manage uncertainty and constant change. After surviving 2020 – the year of change – and in the midst of 2021 – another year of even more change, it is clear that resilience is a strategy that will help us to not only
- [The Future of Work and the Work of the Future in Government](https://www.lblstrategies.com/the-future-of-work-and-the-work-of-the-future-in-government/) - Much has been written about the future of work and the work of the future by several think tanks and consultancies over the past several years. More scenarios are being developed in the wake of Covid-19. The macro forces at work include: Societal and Work We are “always on,” always connected with ready access to
- [Planning for Resilience](https://www.lblstrategies.com/planning-for-resilience/) - Part 1: Individual Resilience For the past year I’ve considered the possibility of creating a course in “Organizational Resilience.” The reason for my interest centers on the notion that organizations can be top quartile performers from the perspectives of strategic management, foresight, agile organization design, etc. but still fail if their team cannot get up
- [Scenario-Based Planning: Helping your Team to Think Differently](https://www.lblstrategies.com/scenario-based-planning-helping-your-team-to-think-differently/) - Albert Einstein said the definition of insanity is doing the same thing over and over again and expecting a different result. We can apply the same adage to strategy. If we always use the same input and thought processes when developing strategy, will we really get a different result? How do we prepare ourselves for
- [The value of foresight and scenario-based planning for federal agencies](https://www.lblstrategies.com/the-value-of-foresight-and-scenario-based-planning-for-federal-agencies/) - The Problem The planning for the future is trumped by the crises of today. Many government agencies lack a foresight office, much less a foresight capability. While intelligence activities may be strong, the ability to plan farther into the future for uncertainty beyond the 5 year budget planning horizon is not common. On March 28,
- [How Agile Organization Design Closes the Strategy Execution Gap](https://www.lblstrategies.com/how-agile-organization-design-closes-the-strategy-execution-gap/) - A critical area of success for a government agency is having the ability to align new strategy with its operating model to be effective at execution. With a new administration at the Federal level, many organizations will be in the process of updating their four-year strategic plans during the first half of 2021 prior to
- [The Pot of Gold in the Fifth Stage of Agile Organization Design](https://www.lblstrategies.com/the-pot-of-gold-in-the-fifth-stage-of-agile-organization-design/) - Background For the first decade of this century, Washington DC was a hotbed of government innovation, heavily influenced by almost a decade of “Reinventing Government” at the Federal level. Emerging from bankruptcy with a new vision developed by thousands of residents, DC was committed to reforming its reputation as America’s “Crime Capital” to becoming its
- [What a World of Difference a Little Foresight Could Make](https://www.lblstrategies.com/what-a-world-of-difference-a-little-foresight-could-make/) - International Development Agencies are Exploring the Future The coronavirus (COVID-19) pandemic upended the plans and strategies of development organizations globally. But the destabilizing health and economic crisis is but one of many significant events and trends that are remaking the context for development cooperation. Indeed, there are several economic, environmental, social and technological disruptions transforming
- [Designing Public-Private Partnerships for Agility Accelerates Impact](https://www.lblstrategies.com/designing-public-private-partnerships-for-agility-accelerates-impact/) - The design of an organization not only matters… it matters a lot. Design impacts organizational performance, customer satisfaction, workforce well-being, and more. Why? Because good organizational design aligns everything about an organization to its strategy. In essence, effective design puts “strategy on the ground” by clarifying how an organization will function to achieve its mission
- [Agile Organization Design Accelerates Adoption and Implementation](https://www.lblstrategies.com/agile-organization-design-accelerates-adoption-and-implementation/) - Case Study Background: A radical restructuring of a State Education Office (SEO) that illustrates the 4th stage, Customize, of the 5 stages of Agile Organization Design (see visual). This stage tests the operating model from the first 3 stages and develops implementation details. To get a flavor of this project, it was done on the
- [OKRs vs. KPIs](https://www.lblstrategies.com/okrs-vs-kpis/) - As strategy management trainers and consultants, we frequently hear the question: “What is the difference between KPIs and OKRs?” Or, just as frequently, “Which is better: KPIs or OKRs?” As we learned in Strategy Consulting 101, our response is often “It depends!” Which is “better” between OKRs and KPIs depends on your organizational complexities, overall
- [What is your Organization’s Appetite and Tolerance for Risk?](https://www.lblstrategies.com/what-is-your-organizations-appetite-and-tolerance-for-risk/) - Over the past several months we developed a strategic thinking course for one of our primary clients. As we got into the design and development of the course, we discovered that managing risk is a critically important consideration in thinking strategically. Solid strategic thinking related to executing the organization’s strategy includes assessing the trade-offs involved
- [The 5 Most Important Factors to Successfully Implement Strategy](https://www.lblstrategies.com/the-5-most-important-factors-to-successfully-implement-strategy/) - To effectively and efficiently implement an organization-wide strategy requires many factors come into alignment before successful implementation can occur. First, an accountability model must be clearly defined and embraced for each element of the strategy. Who owns each objective in the plan? Who is responsible for each of the organization’s strategic initiatives? Who is responsible
- [A Tribute to Jane Sommers.](https://www.lblstrategies.com/a-tribute-to-jane-sommers/) - On December 16, our long-time friend and beloved colleague passed away. Many of you will remember Jane as our business/office manager. For the past 10 years, Jane kept our records straight, customers happy, and team supported. Jane Sommers was much more than a competent accounting and office professional. Quoting from her 12/22 Chicago, Sun-Times obituary,
- [Building a Strategic Information “Radar” System](https://www.lblstrategies.com/building-a-strategic-information-radar-system/) - To build strategic information radar requires executive management interact with key managers and staff on a continuous, scheduled basis to gather and evaluate strategically significant information of potential relevance to the strategic management of the organization. We begin construction by acknowledging what we consider key characteristics of "strategically significant information" to be: Information from any
- [What’s the Difference between Strategic Thinking and Strategic Planning?](https://www.lblstrategies.com/whats-the-difference-between-strategic-thinking-and-strategic-planning/) - Recently a client asked a very simple, and yet extremely complex, question: “What’s the difference between ‘strategic thinking’ and ‘strategic planning’?” Great question! A quick Google search reveals that academics have pondered and debated this question since the early 1990’s. One extremely helpful scholarly overview can be found in the June 1998 volume 31 of
- [What is the optimal approach and team size for a strategic planning effort?](https://www.lblstrategies.com/what-is-the-optimal-approach-and-team-size-for-a-strategic-planning-effort/) - There is no one answer to this question. The level and scope of the initial program should reflect the best use of management capabilities, and equally important, leadership preferences on how to initiate strategic management activities—regardless of the ultimate level and scope of the strategic management process aspired to and eventually realized. Organizations, even those
- [What Strategic Leaders Can Learn from NASA’s Most Famous Flight Director](https://www.lblstrategies.com/what-strategic-leaders-can-learn-from-nasas-most-famous-flight-director/) - Gene Kranz helped build NASA from the ground up in the late 1950s, developed the space program through Mercury, Gemini and Apollo, and he was the flight director for missions including Apollo 11 and Apollo 13. He’s the guy that ran mission control, one of the key players in achieving the goal of “landing a
- [What Every Organization Must Do To Begin a Successful Strategic Planning Effort - Brown Bag Strategies](https://www.lblstrategies.com/what-every-organization-must-do-to-begin-a-successful-strategic-planning-effort-brown-bag-strategies/) - [cs_content][cs_section parallax="false" style="margin: 0px;padding: 45px 0px;"][cs_row inner_container="true" marginless_columns="false" style="margin: 0px auto;padding: 0px;"][cs_column fade="false" fade_animation="in" fade_animation_offset="45px" fade_duration="750" type="1/1" style="padding: 0px;"][cs_text]Once organizations make the decision to take on a strategic planning effort, it is not unusual to start thinking about strategies right off the bat. A better approach is to redirect the enthusiasm into getting organized and
- [The Secret Power of "Community Surveys" to Accelerate Agile Organization Design](https://www.lblstrategies.com/the-secret-power-of-community-surveys-to-accelerate-agile-organization-design/) - In my last blog I introduced the “Use-of-Self,” a set of agile consulting skills that enliven all 5 Phases of Agile Organization Design. In bringing all of their faculties to the table, the intervenor, in service of broadening their customer’s perspective of reality, beyond just the rational mind, can in real time model making the
- [Strategic Focus Critical in Navigating Black Swan Events like the Coronavirus Pandemic](https://www.lblstrategies.com/strategic-focus-critical-in-navigating-black-swan-events-like-the-coronavirus-pandemic/) - Black swan is a metaphor that describes an event that comes as a surprise and has a major impact. The coronavirus pandemic definitely fits the definition. Its impact has left no nonprofit organization and their stakeholders untouched. Day-to-day operations, meetings, conventions, fund raising: every aspect has all been impacted. The cascading impacts of social distancing,
- [Slouching Toward Failure: 5 Reasons Organizations Lose Sight of Their Core Values](https://www.lblstrategies.com/slouching-toward-failure-5-reasons-organizations-lose-sight-of-their-core-values/) - In working with clients on developing “Strategic Thinking” skills within an organization, there is a lot of attention on ensuring that every employee within the organization has “line of sight” from their respective role to the high-level mission and vision of the organization. The need for this connection is obvious . . . as most
- [Preparing for International Association for Strategy Professionals Certification](https://www.lblstrategies.com/preparing-for-association-for-strategic-planning-certification/) - Achieving International Association for Strategy Professionals (IASP) industry level certification signals you are a well-rounded and accomplished strategy professional. That said, passing an industry level professional certification exam can be stressful, expensive and time consuming; especially balancing work demands or looking for career opportunities. As you begin to prepare for your certification exam follow these
- [LBL Strategies & The George Washington University’s Center of Excellence in Public Leadership Introduce New Certification Program: Mastering Agile Organizational Design Certification](https://www.lblstrategies.com/lbl-strategies-and-the-george-washington-universitys-center-of-excellence-in-public-leadership-introduce-new-course-mastering-agile-organizational-design-certification/) - LBL Strategies announces a new program for continuing professional development in strategic management, with focus on organizational design. This program will be available in two offerings: 1) Public sector focus, and 2) All-sector focus. Developed in collaboration with the George Washington University’s Center for Excellence in Public Leadership located in the College of Professional Studies,
- [Government in Crisis: Safety or Services, Opportunity or Threat](https://www.lblstrategies.com/government-in-crisis-safety-or-services-opportunity-or-threat/) - How is your organization doing in the pandemic? Thriving? Treading water? Or pulled back, furloughing staff, with plans on hold? Companies, nonprofits and public sector organizations are all in jeopardy. Sobering, especially where the pandemic only accelerated continuing trends towards volatility and complexity. Exaggerated? Provocative? Consider Bea. She is capping a long career in public service
- [False Flags: Why 80% of Public Sector Change Efforts Fail](https://www.lblstrategies.com/false-flags-why-80-of-public-sector-change-efforts-fail/) - The George Washington University - Center for Excellence in Public Leadership’s program offering “Mastering Adaptive Organizational Design Certification” provides me, as a member of the instruction team, the opportunity to blog about major disruptions in the field of organization design. For more than a decade, practitioners have wrestled between the polarities of the tried and
- [Future of Work and Work of the Future in Government](https://www.lblstrategies.com/future-of-work-and-work-of-the-future-in-government/) - Much has been written about the future of work and the work of the future by several think tanks and consultancies over the past several years. More scenarios are being developed in the wake of Covid-19. The macro forces at work include: Societal and Work We are “always on” and always connected with ready access
- [Achieving a Delicate Balance](https://www.lblstrategies.com/achieving-a-delicate-balance/) - I want to make a point about a dynamic that too often occurs in mission driven organizations. To strike the right working balance between seasoned board members, senior executives and new leaders requires appropriate orientation and training in strategic management roles and responsibilities. When little or no up-front guidance is provided new board members regarding appropriate behavior
- [Leadership as a Sacred Trust](https://www.lblstrategies.com/leadership-as-a-sacred-trust/) - George Washington University’s Center for Excellence in Public Leadership Lately I have been doing a lot of thinking about the existential threats to our lives on this planet as a species. If you watched the presidential debate on Sept. 29th, you may have been dismayed, as I was, by the limited and backward thinking displayed
- [What Exactly Does Performance Management Mean in Relation to Strategy?](https://www.lblstrategies.com/what-exactly-does-performance-management-mean-in-relation-to-strategy/) - The term “performance management” has many meanings in the world of business. A common one is “employee performance management,” where businesses track how well an employee is contributing to the organization. This is not the type of performance management we’re talking about here. Performance management takes on a new meaning when brought up in the
- [Public-Private Partnerships for Wicked Problems](https://www.lblstrategies.com/public-private-partnerships-for-wicked-problems/) - Many have observed that the coronavirus pandemic has spurred coordinated action across boundaries, with researchers rapidly identifying and sharing hundreds of viral genome sequences, 200 New York hospitals collaborating on one digital health platform, and all hospitals sharing COVID-19 testing data as well as information on bed capacity and supplies with the federal government to
- [Confront the Brutal Facts - Yet Never Lose Faith](https://www.lblstrategies.com/confront-the-brutal-facts-yet-never-lose-faith/) - A Tool for Improving Your Team’s Emotional Health In an earlier blog Decision Making in Times of Crisis we spoke to allowing yourself and fellow coworkers time to process and move through the COVID crisis in your own way. We emphasized the importance of being flexible and accommodating and, first and foremost, exercise patience and
- [Decision Making in Times of Crisis](https://www.lblstrategies.com/decision-making-in-times-of-crisis/) - In just a matter of days our lives have been up ended and our livelihoods threatened. We can’t do what we want to do and, in some cases, that which we need to do. If we’re fortunate, we find ourselves cooped up at home seeking information so we can make good decisions regarding our jobs
- [What is the difference between a KRA and a KPI?](https://www.lblstrategies.com/what-is-the-difference-between-a-kra-and-a-kpi/) - If you're looking for the difference between KPIs, KRAs and OKRs, you can find that article here. A key result area (KRA) is an strategic factor either internal to the organization or external, where strong positive results must be realized for the organization to achieve its strategic goal(s), and therefore, move toward realizing the organization’s longer term
- [Driving Accountability Through Performance Metrics: A White Paper](https://www.lblstrategies.com/driving-accountability-through-performance-metrics-a-white-paper/) - Problem Assigning responsibility for a strategic change or initiative is straightforward for most organizations. Whether the assignment is made by the “tag your it” approach or a more thoughtful “who is best suited to lead this effort” approach, holding someone accountable for success of the change/initiative has shown to be a quite vexing. This problem
- [Nonprofit Strategic Plan “essentials”](https://www.lblstrategies.com/nonprofit-strategic-plan-essentials/) - Like the private sector, the nonprofit community is facing significant challenges over the next 5 years that are certain to reshape how organizations are set up and operate. I thought it may be useful to explore some of these trends and thinking through the potential implications. My purpose is to provide some ideas and concepts
- [Why seek strategic management certification?](https://www.lblstrategies.com/why-seek-strategic-management-certification/) - At every venue you visit for the services you need, there are credentials and certificates hanging on the wall. Behind the desk of your attorney and CPA are their degrees and licenses; your surgeon and dentist proudly display the medical credentials they worked so hard to earn. Even for professions that don’t take years of
- [Six Questions to Answer When You Design A KPI](https://www.lblstrategies.com/six-questions-to-answer-when-you-design-a-kpi/) - It is always a celebratory moment when organizations finally have strategic objectives defined after the exhausting strategic planning process they have gone through. Oftentimes, though, staff jump directly to determining “what should we do to achieve those objectives?” and put all their energies into implementing selected projects. After a year or so, organizations find either
- [Challenges with Executing Strategy in the Public Sector](https://www.lblstrategies.com/challenges-with-executing-strategy-in-the-public-sector/) - Recent research conducted by George Washington University, Center for Excellence in Public Leadership and LBL Strategies points to this conclusion: The #1 reason strategy fails in the public sector is lack of leadership in executing the plan. In April 2019, several public and private sector organizations serving the public sector at the federal, state and
- [Is Your Business Transformation Strategy Going Down the Drain?](https://www.lblstrategies.com/is-your-business-transformation-strategy-going-down-the-drain/) - How many times have you heard the term “Business Transformation?” Have you ever wondered about the exact meaning of this widely used term? I have. Basically it is a change management strategy which has the aim to align people, process and technology initiatives of a company more closely with its business strategy and vision. Assuming we can generally
- [How do we decide which initiatives and projects make the most sense for us to achieve our strategic objectives?](https://www.lblstrategies.com/how-do-we-decide-which-initiatives-and-projects-make-the-most-sense-for-us-to-achieve-our-strategic-objectives/) - That is an excellent question! It's always exciting when your organization comes to consensus about where you're headed and the strategies to get you there. Once you get to the point of determining the objectives you expect from each strategy, the obvious next step is to determine the initiatives and projects that will help accomplish
- [How do I know where to begin a strategic planning project?](https://www.lblstrategies.com/how-do-i-know-where-to-begin-a-strategic-planning-project/) - To create an effective strategic plan and management system is a major challenge for any organization. To do so without the necessary preparatory steps will, in all probability, result in wasted time, energy, misdirected efforts and can even lead to the resulting plan failing. Having a clear understanding of where your organization’s journey begins is
- [Five Methods to Kill Your Strategic Management and Planning Process](https://www.lblstrategies.com/five-methods-to-kill-your-strategic-management-and-planning-process/) - There are countless ways to derail a strategic planning process. Sometimes a process is undone by the tyranny of the urgent. Other times the process can be intentionally sabotaged by c-level staff who fear the process encroaches on their territory. But most often, when a strategic planning process unravels, it is due to one of
- [A Peek Behind the Curtain: How Do Successful Companies “Innovate”?](https://www.lblstrategies.com/a-peek-behind-the-curtain-how-do-successful-companies-innovate/) - The topic of innovation can be daunting, filled with vague terminology and mysterious processes. How does an organization innovate? How does one create a culture of innovation? And how does one guard against – or create - disruptive innovation? And what does all of the above even mean? Steve Jobs said it best, “Creativity is
- [4 Critical Elements of Leading Effective Change in Your Organization - Brown Bag Strategies](https://www.lblstrategies.com/4-critical-elements-of-leading-effective-change-in-your-organization-brown-bag-strategies/) - [cs_content][cs_section parallax="false" style="margin: 0px;padding: 45px 0px;"][cs_row inner_container="true" marginless_columns="false" style="margin: 0px auto;padding: 0px;"][cs_column fade="false" fade_animation="in" fade_animation_offset="45px" fade_duration="750" type="1/1" style="padding: 0px;"][cs_text]Once organizations make the decision to take on a strategic planning effort, it is not unusual to start thinking about strategies right off the bat. A better approach is to redirect the enthusiasm into getting organized and
- [Strategic Trends and the Role of Strategists](https://www.lblstrategies.com/strategic-trends-and-the-role-of-strategists/) - By Jim Stockmal, International Association for Strategy Professionals Past President Strategic planners and strategists have for many years focused on environmental factors that may impact their organization either positively or negatively. Whether using a classical PESTEL model – that is the political, economic, social, technological, environmental, and legal factors – or strategic foresight, we have
- [The Benefits of Becoming IASP Certified](https://www.lblstrategies.com/the-benefits-of-becoming-asp-certified/) - When you compare strategies between businesses, you’ll find that no two are exactly alike. Each business is trying to accomplish something another isn’t – however large or small the differences end up being. This fact could lead you to believe that a strategy professional’s talents are unique to each business too, with no transferable skills.
- [The Best Ways for Strategy Professionals to Earn PDUs for PMP Certification](https://www.lblstrategies.com/companies-are-strategic-when-they-understand-the-process-copy/) - For professionals in charge of strategic planning and management, having a Project Management Professional (PMP) certification can certainly be a boon to your resume and your career. But now that you’ve earned it, you have to keep it! What are some of the best ways to make sure you’re continuously earning the PDUs, or Professional
- [Is Your Business Transformation Strategy Going Down the Drain?](https://www.lblstrategies.com/is-your-business-transformation-strategy-going-down-the-drain-2/) - This post was originally published on July 24th, 2016. It was just featured in PMI Chicagoland Chapter's Newsletter! How many times have you heard the term “Business Transformation?” Have you ever wondered about the exact meaning of this widely used term? I have. Basically, it is a change management strategy which has the aim to align people,
- [The State of Artificial Intelligence & Business Strategy](https://www.lblstrategies.com/the-state-of-artificial-intelligence-business-strategy/) - Artificial intelligence (AI) has become a popular topic in the realm of business. From predicting IT failures to which new song will become a hit, AI presents many exciting opportunities. This begs the question: how is AI affecting the most critical element of any business — its strategy? MIT Sloan Management Review recently partnered with
- [LBL Celebrates Another Successful Boot Camp Session in Dubai](https://www.lblstrategies.com/lbl-celebrates-another-successful-boot-camp-session-in-dubai/) - Dubai was such a great experience for LBL last May that we had to go back! This time we sent our President, Randall Rollinson, to train a new batch of strategy professionals. Equipped with our new and improved Mastering Strategy Boot Camp program, Randall and 16 professionals from Saudi Arabia, United Arab Emirates and Uganda
- [Bridging the Gap from Strategy to Execution: Leaders Must Lead](https://www.lblstrategies.com/bridging-the-gap-from-strategy-to-execution-leaders-must-lead/) - We all know the routine. A leadership team comes together to formulate strategy, then armed with the best of intentions, assign business unit and functional teams to execute the initiatives they’ve chosen. Mission accomplished! Not so fast, often a gap between understanding and performance is experienced by those charged with implementing the initiatives flowing from
- [Strategy Execution Principles in a Disrupted Environment](https://www.lblstrategies.com/strategy-execution-principles-in-a-disrupted-environment/) - Too often a gap occurs between formulating and executing strategy. In a disrupted environment this can be a fatal error driving unwanted costs, lost opportunities and, ultimately, failure to execute. And when failure at execution occurs, the losses are significant regardless of sector. According to the 2017 PMI Pulse of the Profession report, which surveyed
- [Companies Are Strategic When They Understand the Process](https://www.lblstrategies.com/companies-are-strategic-when-they-understand-the-process/) - “The best laid schemes of mice and men go often askew” (Robert Burns, "To a Mouse, on Turning Her Up in Her Nest with the Plough”, 1785) If poet Robert Burns were a CEO in today’s operating environment, we expect he’d use that line…often. In fact, is there a better way to manage expectations for
- [LBL Brings SMPS Boot Camp to Dubai](https://www.lblstrategies.com/lbl-brings-smps-boot-camp-to-dubai/) - Our VP of Operations, Doug Maris, is in Dubai – and not just for the nice weather! Doug brought our Strategic Management Performance System Boot Camp with him to help professionals from across the globe build skills required in all phases of business strategy. Learners from Dubai, UAE, Kingdom of Saudi Arabia, United Kingdom and Egypt
- [How to Facilitate a Successful Meeting](https://www.lblstrategies.com/how-to-facilitate-a-successful-meeting/) - Everyone has been in a meeting that lacked structure, leaving it to suddenly veer wildly off track. Maybe someone takes too much control over the conversation, or discussion devolves to off-topic complaints or topics. Whatever the reason, as a meeting organizer you’re left in a tough place. At this point the reason you assembled everyone
- [What are the basics of environmental scanning?](https://www.lblstrategies.com/what-are-the-basics-of-environmental-scanning/) - No one can predict with any certainty what will occur over the next few years. The transformation taking place in the global and domestic economy is unprecedented and it will take some time for new economic patterns to sort themselves out. Regardless, history tells us that there will be winners and losers in every industry.
## Pages
- [Home](https://www.lblstrategies.com/) - INTRODUCTION TO MASTERING FORESIGHT Explore the Future in Just One Day | August 25, 2026 | Live on Zoom Valued Across the Globe for Strategic Planning & Management View Consulting View Training Empowering leaders to think, plan, and act strategically. Foresight and Strategic Planning & Management Expertise Welcome to LBL Strategies: Leaders in Foresight and
- [IASP Strategic Planning Certification Exam Prep](https://www.lblstrategies.com/training-and-certification/association-for-strategic-planning-asp-certification-exam-prep/) - IASP Certification Exam Preparation Register for Upcoming Programs Preparing for the IASP Certification Exam? Look no further! LBL Strategies is a Certification Preparation Provider (CPP) and Authorized Learning Provider (ALP) for the International Association for Strategy Professionals. We have proven success with equipping learners to pass the IASP Certification Exam: Currently a 93% pass rate
- [Mastering Strategy- 10 Week Strategic Management Online Course](https://www.lblstrategies.com/mastering-strategy-live-online-certification-program/) - Mastering Strategy- Live Online 10-Week Training Program (The Mastering Strategy program, in all three formats, is recognized by the International Association for Strategy Professionals as an IASP exam preparation course.) Learn the latest thinking in strategic management and help your organization prioritize for success. Our 10-week, fully online program, "Mastering Strategy: Strategic Management Performance System" breaks
- [Mastering Strategy- Bootcamp Program](https://www.lblstrategies.com/strategy-boot-camp/) - CATCHY HEADING (The Mastering Strategy program, in all three formats, is recognized by the International Association for Strategy Professionals as an IASP exam preparation course.) The Mastering Strategy: Strategic Management Performance System Bootcamp is an intensive, hands-on interactive education and training that teaches your organization to be strategy focused. Your team will learn: A disciplined process for prioritizing tasks
- [Mastering Strategy On-Demand: Self-Paced Strategic Management Course](https://www.lblstrategies.com/mastering-strategy-on-demand-self-paced-online-certification-program/) - CATCHY HEADING (The Mastering Strategy program, in all three formats, is recognized by the International Association for Strategy Professionals as an IASP exam preparation course.) Reserve Your Seat Learn to lead the entire strategic management process, and also earn university-certification, at your own pace! Learn at your own pace with sixteen highly interactive, on-demand modules.
- [Mastering Agile Organizational Design Certification](https://www.lblstrategies.com/training-and-certification/mastering-agile-organizational-design-certification/) - Mastering Agile Organization Design An organization's design is the arrangement of its components in such a way that it can accomplish the work necessary to effectively and efficiently achieve its business purpose and strategy while delivering high quality customer and employee experience now and into the future. This program teaches the practice of constructing
- [Strategic Management Certification Training](https://www.lblstrategies.com/training-and-certification/strategic-management-performance-system/) - The Mastering Strategy: Strategic Management Performance System Certification Program (SMPS) is offered in association with George Washington University's Center for Excellence in Public Leadership, part of the College of Professional Studies and the Baldrige Foundation Institute for Performance Excellence. Learners who successfully complete the program may earn a university certification from George Washington University's Center
- [About LBL Strategies](https://www.lblstrategies.com/about-lbl-strategies/) - About LBL Strategies Our Mission Empowering Leaders to Think, Plan, and Act Strategically. Questions? Reach out to schedule a meeting with a member of the LBL Strategies team. Book a Meeting Who We Are LBL Strategies (LBL) is headquartered in Chicago, Illinois. Since 1985, we have provided a full range of strategic planning and management
- [Mastering Foresight: Scenario-Based Planning Certification Program](https://www.lblstrategies.com/scenario-based-planning/) - CATCHY HEADING Helping Leaders Prepare for an Uncertain Future Learn how to design and run a strategic foresight program for your organization. Mastering Foresight: Scenario-Based Planning is a practical application of the most widely used foresight tool, scenario-based planning. Mastering Foresight: Scenario-Based Planning is offered in association with George Washington University's Center for Excellence in
- [Baldrige Performance Excellence Champion Program](https://www.lblstrategies.com/training-and-certification/baldrige-performance-excellence-champion/) - Baldrige Performance Excellence Champion Certification Program Your Roadmap to Success The Baldrige Foundation now offers a $150 enrollment credit for Baldrige Foundation members, colleagues, affiliates, or members of the military! Lead your organization on a transformative journey of sustained organizational excellence with the Baldrige Performance Excellence Champion (BPEC) Certification Program. In a fast paced and
- [Strategic Planning & Management Consulting Services](https://www.lblstrategies.com/strategic-planning-and-management/) - Strategic Planning & Management Consulting Services Empowering leaders to think, plan, and act strategically How We Help Beyond offering comprehensive training and certification in strategic planning and management, LBL Strategies helps organizations design and implement practical strategic management systems that drive real results. Our systems are built to align with leading industry standards, terminology, and
- [Mastering Strategy- Strategic Planning & Management Certifications for Military](https://www.lblstrategies.com/training-and-certification/military/) - Mastering Strategy Credentialing for Service Members Active and veteran military members can utilize LBL's Strategic Management Performance System to earn Strategic Planning and Management professional certification and credentials from the International Association for Strategy Professionals LBL Strategies is proud to be a Senior Corporate Partner of Army Strategist Association and the ONLY certified Veteran-Owned Small
- [Resources](https://www.lblstrategies.com/resources/) - STRATEGIC MANAGEMENT BLOG: FROM THEORY TO PRACTICE Check out the lates from our Strategic Management Blog Articles & White Papers Check out our recent industry articles and white papers. Suggested Reading Check out books written by globally recognized and widely acknowledged Grandmasters in the field. Helpful Links Check out our list of helpful links including
- [Foresight & Scenario Planning Consulting](https://www.lblstrategies.com/foresight-and-scenario-planning-consulting/) - Foresight & Scenario Planning Consulting Helping your organization utilize foresight to inform strategic planning and decision-making. The COVID pandemic in 2020, coupled by other global disruptions such as social unrest, changes in the geo-political environment, political polarization, and many others has heightened the need to plan for an uncertain environment. The practice of strategic foresight
- [Contact LBL Strategies](https://www.lblstrategies.com/about-lbl-strategies/contact-lbl-strategies/) - Contact Us CONTACT US contact@lblstrategies.com 773.774.0240 6321 N Avondale Ave Suite #A-214 Chicago, IL 60631 Δ FacebookThis field is for validation purposes and should be left unchanged.Name* First Email* PhoneMessage*CAPTCHA
- [Mastering Foresight Bootcamp Registration December 2025](https://www.lblstrategies.com/mastering-foresight-bootcamp-registration-december-2025/) - Mastering Foresight Registration 5-day Bootcamp Δ Scenario-Based Planning Certification Program | December 1- 5, 2025Name(Required) First Last Email(Required) Enter Email Confirm Email Organization(Required)PhoneAddress(Required) Street Address Address Line 2 City State / Province / Region ZIP / Postal Code Country AfghanistanAlbaniaAlgeriaAmerican SamoaAndorraAngolaAnguillaAntarcticaAntigua and BarbudaArgentinaArmeniaArubaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBermudaBhutanBoliviaBonaire, Sint Eustatius and SabaBosnia and HerzegovinaBotswanaBouvet IslandBrazilBritish Indian Ocean TerritoryBrunei DarussalamBulgariaBurkina FasoBurundiCabo
- [AI Strategy Lab](https://www.lblstrategies.com/ai-strategy-lab/) - Integrating AI into Strategy: A Hands-on Lab for Strategy Professionals Program Details Turn strategic management tools into action with recorded training and a companion AI prompt for your preferred Large Language Model (LLM). Key benefits: Improved Productivity: Streamline environmental assessments and enhance situational awareness for faster, more effective insights. Enhanced Decision-Making: Augment your expertise with
- [Artificial Intelligence and Strategy Management](https://www.lblstrategies.com/artificial-intelligence-and-strategy-management/) - CATCHY HEADING SHAPE THE FUTURE OF AI The International Association for Strategy Professionals Australia Chapter (IASPA), in collaboration with LBL Strategies, iLearning Solutions, Baldrige Foundation, Army Strategist Association, and Transformativ are conducting further research to identify current and future uses of Generative AI. This research aims to support organizational success in the practice of strategic
- [Strategy Management & Foresight Advisory Services](https://www.lblstrategies.com/strategic-planning-and-management/strategy-management-foresight-advisory-services/) - Strategy Management & Foresight Advisory Services Empowering You with Expert Guidance and Critical Friend Support Achieve clarity and confidence in your strategic goals with highly personalized support from LBL Strategies. Whether you're advancing your career, seeking innovative solutions, or preparing for IASP certification, we provide expert guidance tailored to your needs. Our Philosophy: The Critical
- [Strategy Training & Certification](https://www.lblstrategies.com/training-and-certification/) - Training As a founding member of the International Association for Strategy Professionals Certification Program, LBL has been at the forefront of business strategy developments for over 30 years. With that experience and insider knowledge, LBL has created training programs that are effective at producing competent strategy professionals. Whether you're looking to pass your IASP exams
- [Alumni Spotlight](https://www.lblstrategies.com/about-lbl-strategies/alumni-spotlight/) - Alumni Spotlight Freese and Nichols Freese and Nichols has been awarded its second Malcolm Baldrige National Quality Award-the highest recognition in the U.S. for excellence in business practices and organizational performance.Freese and Nichols first earned the award in 2010, becoming the first engineering/architecture firm ever honored. Now, they join an elite group of just 13
- [Helpful Links](https://www.lblstrategies.com/resources/helpful-links/) - Helpful Links International Association for Strategy Professionals IASP is a non-profit professional society whose mission is to help people and organizations succeed through improved strategic Thinking, Planning and Action. International Association for Strategy Professionals Read More Strategy in the 21st Century- Second Edition Authors Rollinson and Young deliver the reader a rich understanding to strategy based
- [Foresight Finds](https://www.lblstrategies.com/foresight-finds/) - Foresight Finds: Your Gateway to Strategic Intelligence Stay Ahead of the Curve with AI-Powered Insights Tailored to Your Industry Powered by cutting-edge AI technology, Foresight Finds revolutionizes the way you approach strategic foresight and scan for signals of change and trends in the environment. Why Choose Foresight Finds? Enhanced Analytic Capabilities: Partnered with top-tier AI
- [Strategic Thinking Training & Professional Development](https://www.lblstrategies.com/training-and-certification/strategic-thinking-professional-development/) - Strategic Thinking Professional Development Strategic Thinking in the 21st Century: A two-day professional development training This program will be customized to your organization and offered to your team. There are currently no open enrollment offerings. Many organizations struggle with fundamental principles of strategy execution. Research shows that only 9% of companies excel in execution, and
- [Welcome Earl – Your Personalized AI Strategy Assistant!](https://www.lblstrategies.com/earl-strategy-assistant/) - Say Hello to Earl Earl - Strategy Management and Performance Excellence Questions Answered Type your questions in the chat window below. Earl is available 24/7 to assist with your inquires.
- [Strategic Competency Assessment](https://www.lblstrategies.com/strategic-planning-and-management/strategic-management-competency-assessment/) - Strategic Management Competency Assessment Take a complimentary assessment for your team's strategic management competency level. Name* First Last Email* PhoneCAPTCHA Δ
- [Articles & White Papers](https://www.lblstrategies.com/resources/articles-white-papers/) - Articles & White Papers The Future of Strategy Implementation Strategy Implementation in the Public Sector: Initial Survey Results of Public Sector Leaders Three Levels of Performance Management Guide Strategic Leaders Manage Assumptions Understanding Strategic Thinking Developing Strategy Leaders Practicing Strategic Thinking The Balancing Act Bob Dylan and the Soybean Leader Pipeline The Case for Strategic
- [Strategic Management Glossary](https://www.lblstrategies.com/resources/strategic-management-glossary/) - Strategic Management Glossary Learn common strategic management terms! It's vital that everyone is on the same page when discussing strategy. Download our free glossary of strategic management terms that you can keep handy at all times! Here's a sample of the terms covered in the glossary: Activity One of the steps required to complete a
- [Strategy in the 21st Century](https://www.lblstrategies.com/strategy-in-the-21st-century/) - NEW BOOK RELEASE Strategy in the 21st Century- Second Edition The only strategy management resource you need. Discover "Strategy in the 21st Century," the essential guide for emerging strategy professionals and leadership teams. This second edition is your roadmap to mastering strategic management, centered around the Strategic Management Performance System (SMPS) Framework. Aligned with Industry
- [Mastering Strategy- Resource Library](https://www.lblstrategies.com/mastering-strategy-resource-library/) - Mastering Strategy- Resource Library Overview – Article – Five Reasons Why Strategic Plans Fail Why Strategic Plans Fail By Randall Rollinson There are many reasons why strategic plans fail to be realized by the organizations conceive them. Here are five of them: Failure to… Read More Overview – Resource – Ten Major Strategic Management Schools
- [Mastering Strategy for the Public Sector](https://www.lblstrategies.com/training-and-certification/mastering-strategy-gw-public-sector/) - The Mastering Strategy: Strategic Management Performance System Certification Program for the Public Sector, offered in association with the George Washington University's Center for Excellence in Public Leadership, part of the College of Professional Studies is an intensive, hands-on Continuing Professional Education program designed for professionals and/or agencies who are looking to build their skill sets
- [Strategic Agility & OKR Consulting](https://www.lblstrategies.com/training-and-certification/strategic-agility-and-okrs/) - Strategic Agility & OKR Consulting Disruption, turbulence and risk are here to stay. Every leader must be able to quickly adapt to changing circumstances or performance will suffer. This sobering reality requires leaders to make agile strategic decisions and remain focused on what matters most: Your customer, strategy, and people. Agile teams sense and respond more
- [Strategy Execution for the Public Sector](https://www.lblstrategies.com/training-and-certification/strategy-execution/) - Mastering Execution for the Public Sector THIS COURSE IS CURRENTLY UNDER DEVELOPMENT Strategy Execution is a major topic in our Mastering Strategy program Learn More At LBL Strategies, we're creating a public sector program focused on increasing communication and leadership skills during times of organization-wide strategic transitions. If your governmental organization's strategies look great on
- [SMPS Overview](https://www.lblstrategies.com/smps-overview/) - Sign in and click the course's full-screen control for best results. This course features a chat interface and essay questions that are evaluated and responded to by generative AI. In the interest of privacy, neither input to AI nor responses from AI are tracked or recorded.
- [SMPS Essay test](https://www.lblstrategies.com/smps-essay-test/)
- [SMPS Overview Copy 2](https://www.lblstrategies.com/smps-overview-copy-2/)
- [Mastering Strategy SMPS with AI](https://www.lblstrategies.com/mastering-strategy-smps-with-ai/)
- [Strategic Planning](https://www.lblstrategies.com/consulting-services/strategic-planning/) - Unlock Your Business Potential With Strategic Planning Consulting Services Investing in strategic planning consulting services can take your business to the next level. Strategic planning is the process of outlining a long-term vision for your business, identifying the key steps needed to achieve that vision, and then communicating that plan to your team. Strategy consulting
- [Post #2901](https://www.lblstrategies.com/post-2901/)
- [B2B Consulting Services - OBX - 6.30.23](https://www.lblstrategies.com/consulting-services/b2b-consulting/) - Invest in Your Future With B2B Consulting Services Harness the knowledge and insights that decades of business-to-business (B2B) consulting provides. With LBL Strategies, you gain a partner that will assess your strengths and weaknesses and develop a customized strategy to reach your goals. See what our B2B consulting services can do for you. Contact Us
- [Strategic Management - OBX - 6.21.23](https://www.lblstrategies.com/consulting-services/strategic-management/) - Discover Top-Tier Strategic Management Consulting Services LBL Strategies is a renowned consulting company dedicated to providing top-notch strategic management consulting services to organizations around the globe. Our strategic management consultants utilize strategic foresight and strategic planning consulting techniques to steer your organization toward success. We understand the complexities of modern business and offer personalized, innovative
- [Strategy Consulting Services - OBX](https://www.lblstrategies.com/consulting-services/) - Strategy Consulting Services Developing a sound strategy for your business is essential to its success. LBL Strategies' Strategy consulting services can help your organization face challenges head-on, develop a plan for growth, and implement solutions to achieve your goals. Ready to take your business or organization to the next level? Talk to our strategy consulting
- [International Association of Strategy Professionals (IASP) Certification Exam Prep](https://www.lblstrategies.com/association-for-strategic-planning-asp-certification-exam-prep/) - Preparing for the IASP Certification Exam? Look no further! LBL Strategies is a Registered Education Provider (REP) for the International Association of Strategy Professionals. We have proven success with equipping learners to pass the IASP Certification Exam: Currently a 96% pass rate of the IASP SPP certification exam of those who have completed our SMPS
- [Scenario-Based Planning Bootcamp](https://www.lblstrategies.com/scenario-based-planning-bootcamp-old/) - Learn how to design and run a foresight program for your organization. This Bootcamp is a practical application of the most widely used foresight tool, scenario-based planning. Building an effective strategic plan for your organization is complex enough. When you're facing significant uncertainty in your market (or service area) with limited information about your
- [Strategic Management Performance System Live Online](https://www.lblstrategies.com/training-and-certification/mastering-agile-organizational-design-certification/strategic-management-performance-system-live-online/) - The Strategic Management Performance System (SMPS) Certification, offered in conjunction with The George Washington University Center for Excellence in Public Leadership (GW-CEPL) is an intensive, hands-on Executive and Continuing Professional Education program designed for public sector professionals who are looking to build their competencies and skill sets in leadership and management of strategy formulation, implementation,
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- [HCOM | Objective Exercises (March 28, 2022)](https://www.lblstrategies.com/hcom-objective-exercises/) - Please click link to download your group's exercise document: HCOM Room 1 - Strengthen Diversity and Inclusion HCOM Room 2 - Strengthen and Leverage Partnerships HCOM Room 3 - Strengthen Financial Performance HCOM Room 4 - Increase Engagement and Accountability HCOM Room 5 - Optimize Delivery of Curriculum HCOM Room 6 - Strengthen Communications
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- [Mastering Strategy Boot Camp](https://www.lblstrategies.com/training-and-certification/mastering-agile-organizational-design-certification/mastering-strategy-boot-camp/) - Two great options to attend a 5-day Mastering Strategy boot camp: 1) On-site with your team Interested in an event on-site with your team? Click here to contact us. 2) Attend an open enrollment event Do your meetings tend to veer from strategy analysis to putting out fires? Does your team feel spread too thin
- [Business Performance Management Guide Download](https://www.lblstrategies.com/business-performance-management-guide-download/) - Learn and apply the three levels of performance management to nurture business growth. The key to an effective business strategy comes down to carefully assessing your business's performance and prioritizing improvement areas. This Business Performance Management Guide walks you through the following: Achieving the desired level of project performance How to uncover performance improvement zones in your business
- [Mastering Agile Organizational Design For Public Sector Certification](https://www.lblstrategies.com/training-and-certification/mastering-agile-organizational-design-for-public-sector-certification/) - An organization's design is the arrangement of its components in such a way that it can accomplish the work necessary to effectively and efficiently achieve its public purpose and strategy while delivering high quality customer and employee experience now and into the future. This program teaches the practice of constructing these arrangements and involves
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- [Strategic Foresight and Scenario-Based Planning (Training and Consulting)](https://www.lblstrategies.com/training-and-certification/strategic-foresight-and-scenario-based-planning-training-and-consulting/) - Building an effective strategic plan for your organization is complex enough. When you’re facing significant uncertainty in your market (or service area) with limited information about your strategic landscape, the level of complexity can feel overwhelming. Scenario-Based Planning provides a framework for planning in uncertain times by giving organizations a structured way to think about
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## Resource Libararies
- [Phase 6.2 - Article - Double Loop Management](https://www.lblstrategies.com/resource-library/phase-6-2-article-double-loop-management/) - Double-Loop Management: Making Strategy a Continuous Process To ensure that your strategies are adapting to meet changing circumstances, you need to integrate management control with strategic learning. Two feedback loops can help you accomplish this. In the first, the Balanced Scoreboard becomes the agenda for the monthly management meeting - the emphasis here is on
- [Phase 6.1 - Resource - The Chart Chooser](https://www.lblstrategies.com/resource-library/phase-6-1-resource-the-chart-chooser/) - Chart Suggestions — A Thought-Starter Variable Width Column Chart Table or Table with Embedded Charts Bar Chart Column Chart Circular Area Chart Line Chart Column Chart Line Chart
- [Phase 6.1 - Article - Three Levels of Performance Management](https://www.lblstrategies.com/resource-library/phase-6-1-article-three-levels-of-performance-management/) - The tangible value of strategy management comes from successfully achieving a desired vision and goal(s) as laid out in an organization’s strategic plan. The process by which you monitor and evaluate the achievement of desired outcomes is called performance management. This process accounts for all organizational activities taking place to ensure the organization’s strategic goal(s)
- [Phase 5.2 - Article - Translating Strategy into Effective Implementation (Sterling)](https://www.lblstrategies.com/resource-library/phase-5-2-article-translating-strategy-into-effective-implementation-sterling/) - Translating strategy into effective implementation: dispelling the myths and highlighting what works You have heard this advice a hundred times – ‘‘effective implementation of an average strategy, beats mediocre implementation of a great strategy every time’’. Yet companies nonetheless often fail to operationalize their strategies in ways that improve the likelihood that they will be
- [Phase 5.2 - Resource - PM Performance and Value List of Measures](https://www.lblstrategies.com/resource-library/phase-5-2-resource-pm-performance-and-value-list-of-measures/) - Measures of Project Management Performance and Value A BENCHMARK OF CURRENT BUSINESS PRACTICES Comprehensive List of Measures of PM Performance & Value Implementing a pmValue Measurement System to measure project management performance and value will help organizations achieve one or more of the following goals: to identify the business impact of implementing project management improvement
- [Phase 5.2 - Article - Changing Company Culture Requires a Movement, Not a Mandate](https://www.lblstrategies.com/resource-library/phase-5-2-article-changing-company-culture-requires-a-movement-not-a-mandate/) - Culture is like the wind. It is invisible, yet its effect can be seen and felt. When it is blowing in your direction, it makes for smooth sailing. When it is blowing against you, everything is more difficult. For organizations seeking to become more adaptive and innovative, culture change is often the most challenging part
- [Overview - Resource - Ten Major Strategic Management Schools #2](https://www.lblstrategies.com/resource-library/overview-resource-ten-major-strategic-management-schools-2/) - Mintzberg’s Ten Schools of Thought about Strategy Formation Model Approach Basis Contributions Limitations Typical The Design School A process of conception Clear and unique strategies are formulated. The internal situation of the organisation is used to match the external environment. Architecture as a metaphor. Order. Reduced ambiguity. Useful in relatively stable environment Support strong and
- [Overview - Resource - Ten Major Strategic Management Schools #1](https://www.lblstrategies.com/resource-library/overview-resource-ten-major-strategic-management-schools-1/) - Instead of Introduction Ten deeply embedded, though narrow, concepts typically dominate current thinking on strategy. These range from the early Design and Planning schools to the more recent Learning, Cultural and Environmental Schools.1 While academics and consultants keep focusing on these narrow perspectives, business managers will be better served if they strive to see the
- [Overview Resource Sun Tzu](https://www.lblstrategies.com/resource-library/overview-resource-sun-tzu/) - The Art of War by Sun Tzu http://en.wikipedia.org/wiki/The_Art_of_War Around 2,300 years ago, Sun Tzu is credited for having written The Art of War, a compilation of essays that might well be termed the concentrated essence of wisdom on the conduct of war. In summary, there are several important themes developed by Sun Tzu as they
- [Overview - Article - Five Reasons Why Strategic Plans Fail](https://www.lblstrategies.com/resource-library/overview-article-five-reasons-why-strategic-plans-fail/) - Why Strategic Plans Fail By Randall Rollinson There are many reasons why strategic plans fail to be realized by the organizations conceive them. Here are five of them: Failure to assess the current strategic direction before launching a strategic planning effort To manage a formally stated, integrated, and properly deployed strategy is a major challenge
- [Phase 2.2 - Sample - ABC Company Core Competency](https://www.lblstrategies.com/resource-library/phase-2-2-sample-abc-company-core-competency/) - Following the SWOT analysis and strategy workshop #1, the strategy team reached out to XXX Company’s past clients, interviewed them regarding what they most value of XXX Company’s products and services: “Why did you initially do business with XXX Company?” “Why do you continue to do business with XXX Company?” “What 2 or 3 things
- [Phase 2.1 - Sample - Illinois Soy Draft Scenarios](https://www.lblstrategies.com/resource-library/phase-2-1-sample-illinois-soy-draft-scenarios/) - Illinois Soybean Association Year 2020 Alternative Scenarios The world economy is changing and the pace and scope of these changes is accelerating and expanding in unpredictable ways. Elevated fiscal deficits and debts in high-income countries, and the very loose monetary policies being pursued in the high-income world keeps the external environment for developing economies one
- [Phase 2.1 - Sample - Customer Satisfaction Survey](https://www.lblstrategies.com/resource-library/phase-2-1-sample-customer-satisfaction-survey/) - 1. How long have you used [ENTER PRODUCT/SERVICE NAME]? Less than 1 month 1 to 6 months 6 months to 1 year 1 to 3 years Over 3 years Never used 2. How often do you use [PRODUCT/SERVICE]? Once/week or more 2 to 3 times/month Once/month Less than once/month Never used
- [Phase 2.1 - Mini Case Study - Evergreen USGC Scenario Analysis](https://www.lblstrategies.com/resource-library/phase-2-1-mini-case-study-evergreen-usgc-scenario-analysis/) - Creating and Sustaining Strategic Intent in the Coast Guard Foreword For more than two centuries, the United States Coast Guard has been “always ready to respond” when citizens stood in need. Today, the Service’s readiness and ability to react are at the very core of its identity, and the Coast Guard has justified pride in
- [Phase 1.2 - Article - Measure Twice Cut Once](https://www.lblstrategies.com/resource-library/phase-1-2-article-measure-twice-cut-once/) - Growing up in Southern Illinois in the 1950’s and 1960’s was the formative period in my life. I can’t tell you how many times my brother and I were cautioned about doing things the right way the first time. I can still hear my father and grandfather saying “Measure twice, cut once! You’ve only got
- [Phase 1.1 - Sample - FBFM Focus Group Report](https://www.lblstrategies.com/resource-library/phase-1-1-sample-fbfm-focus-group-report/) - I. Introduction and Background The Illinois Farm Business Farm Management Association is a cooperative educational-service program designed to assist farmers with management decision-making. The organization utilizes Farm Analysis Specialists to provide assistance with business and family records, business analysis reports, and business operations counseling. FBFM cooperates with the University of Illinois Department of Agricultural and
- [Phase 1.1 - Mini Case Study - Apple From the iPod to the iPad](https://www.lblstrategies.com/resource-library/phase-1-1-mini-case-study-apple-from-the-ipod-to-the-ipad/) - Apple from the iPod to the iPad This is the case study of Apple in the digital age. The great era of the iPod, the development of the digital hub and Apple’s move into the mainstream consumer market with the iPod, the iPhone and the iPad. It has many great examples and lessons for enthusiasts
- [Phase 1.1 - Article - Strategic Leaders Manage Assumptions](https://www.lblstrategies.com/resource-library/phase-1-1-article-strategic-leaders-manage-assumptions/) - Strategic leadership is a shared responsibility of many from across the organization coming together to exercise their particular leadership responsibilities in a distributed, integrated and systematic fashion. This is a hallmark in an organization where strategic focus has reached maturity. To accomplish this level of strategic maturity takes time, well‐placed effort and transparent communication by
- [Phase 4.LL - Mini Case Study - NATS Effective Strategies for Long-term Growth](https://www.lblstrategies.com/resource-library/phase-4-ll-mini-case-study-nats-effective-strategies-for-long-term-growth/) - Introduction Air travel has become a regular part of life for many people, but managing the processes surrounding it is far from simple. During the summer of 2012 the UK welcomed around 200,000 more air passengers through Heathrow and Gatwick airports than in a non- Olympic year. Over 3,000 extra flight slots were needed for
- [Phase 4.2 - Article - Measuring What Matters](https://www.lblstrategies.com/resource-library/phase-4-2-article-measuring-what-matters/) - Five grant performance measurement traps and how to avoid them. These days, foundations, evaluators, and consultants are spending a lot of time advocating new ways to measure progress and deal with “emergence (https://www.fsg.org/blog/emergence-developmentalevaluation- webinar-questions-answered) ” when working on complex, systems-change initiatives. At the same time, sitting underneath any systems change effort is the day-to-day craft
- [Phase 4.2 - Article - How Strategic Objective Owners Enable Strategy Execution Success](https://www.lblstrategies.com/resource-library/phase-4-2-article-how-strategic-objective-owners-enable-strategy-execution-success/) - An important step in the strategy map creation process is the assignment of owners for strategic objectives. While everyone in your organization/business unit/team has shared accountability for the achievement of all of the strategic objectives on your strategy map, we all know that this can be a recipe for dropped balls and things falling through
- [Phase 4.1 - Sample - FBFM Strategic Plan Report](https://www.lblstrategies.com/resource-library/phase-4-1-sample-fbfm-strategic-plan-report/) - Executive Summary Introduction The Illinois Farm Business Farm Management Association is a cooperative educational-service program designed to assist farmers with management decision-making. The organization utilizes Farm Analysis Specialists to provide assistance with business and family records, business analysis reports, and business operations counseling. FBFM cooperates with the University of Illinois Department of Agricultural and Consumer
- [Phase 4.1 - Sample - FBFM Executive Summary](https://www.lblstrategies.com/resource-library/phase-4-1-sample-fbfm-executive-summary/) - Executive Summary Introduction The Illinois Farm Business Farm Management Association is a cooperative educational-service program designed to assist farmers with management decision-making. The organization utilizes Farm Analysis Specialists to provide assistance with business and family records, business analysis reports, and business operations counseling. FBFM cooperates with the University of Illinois Department of Agricultural and Consumer
- [Phase 4.1 - Sample - Chicagoland Gas 1-page Strategic Plan](https://www.lblstrategies.com/resource-library/phase-4-1-sample-chicagoland-gas-1-page-strategic-plan/) - Vision By 2030 Chicagoland Gas has successfully transitioned ownership and our passion for growth to the next generation of leaders. Mission We offer consumers quality fuel and value-added programs at a low price. Core Values Safety Convenience Commitment Reliability
- [Phase 3.2 - Article - Customer Value Proposition - The Basis of an Organization’s Strategy](https://www.lblstrategies.com/resource-library/phase-3-2-article-customer-value-proposition-the-basis-of-an-organizations-strategy/) - At the beginning of a discussion on strategy in one of our programs in Kenya last year, I asked the following questions to a group of participants, “Out of all of the companies you deal with on a day-to-day basis, which company do you consider to be the most successful? And why do you think
- [Phase 3.2 - Article - HBS The Boards Role in Strategy](https://www.lblstrategies.com/resource-library/phase-3-2-article-hbs-the-boards-role-in-strategy/) - A friend who serves on a number of consequential public company boards came to my office not long ago to ask my opinion on something that had become a contentious issue across his boards. The question: What is the proper role of a board with respect to company strategy? On some of my friend’s boards,
- [Phase 3.1 - Mini Case Study - IKEA Vision, Values and Mission in Driving Strategy](https://www.lblstrategies.com/resource-library/phase-3-1-mini-case-study-ikea-vision-values-and-mission-in-driving-strategy/) - Introduction The familiar blue and yellow colours of the IKEA logo (also the colour of the Swedish flag) can be seen on stores in 18 retail parks located throughout the UK. Founded in 1943 by Ingvar Kamprad in the farmlands of Småland Sweden, the IKEA name combines his initials (IK) with the first letters from
- [Phase 2.3 - Mini Case Study - Portakabin Achieving Growth through Product Development](https://www.lblstrategies.com/resource-library/phase-2-3-mini-case-study-portakabin-achieving-growth-through-product-development/) - Introduction A main source of business growth is through product innovation. New products often come from ideas. These are either new ideas or ideas for extension strategies for existing products or services. An idea is a plan, a scheme, method or a thought process. By their very nature new ideas are creative. They often provide
- [Phase 2.3 - Mini Case Study - IKEA SWOT Analysis and Sustainable Business Planning](https://www.lblstrategies.com/resource-library/phase-2-3-mini-case-study-ikea-swot-analysis-and-sustainable-business-planning/) - Introduction IKEA is an internationally known home furnishing retailer. It has grown rapidly since it was founded in 1943. Today it is the world's largest furniture retailer, recognised for its Scandinavian style. The majority of IKEA's furniture is flat-pack, ready to be assembled by the consumer. This allows a reduction in costs and packaging. IKEA
- [Phase 2.2-Sample-Employee Satisfaction Survey](https://www.lblstrategies.com/resource-library/phase-2-2-sample-employee-satisfaction-survey/) - 1. Overall, how do you rate your SATISFACTION with [COMPANY/ORG.] as a place to work compared to other places you've worked? Extremely Dissatisfied Dissatisfied Satisfied Extremely Satisfied 2. Are you aware of a company philosophy or work ethic? Yes No
- [Phase 2.1 - Sample - FBFM Consolidated Environmental Scan Report](https://www.lblstrategies.com/resource-library/phase-2-1-sample-fbfm-consolidated-environmental-scan-report/) - External Environment Scan – Global Trends Industry consolidation. Seed technologies and prices. Increasing costs to beginning farmers. Increasing land prices (purchase and cash rent). FSA Payment Reductions - Crop insurance rules/insurability, incentives, and losses to insurability of crops when planted. Unstable farm economy could negatively impact customer retention. Lower value of the dollar. Financial uncertainty.
- [Phase 1.2 - Sample - FBFM Workplan](https://www.lblstrategies.com/resource-library/phase-1-2-sample-fbfm-workplan/) - INTRODUCTION: (Source – FBFM Website) The Illinois Farm Business Farm Management Association is a cooperative educational-service program designed to assist farmers with management decision-making. The organization utilizes Farm Analysis Specialists to provide assistance with business and family records, business analysis reports, and business operations counseling. FBFM cooperates with the University of Illinois, Department of Agricultural
- [Phase 1.2 - Resource-Change Management Planning Checklist and Activity Calendar](https://www.lblstrategies.com/resource-library/phase-1-2-resource-change-management-planning-checklist-and-activity-calendar/) - Phase I: Assess and Organize Communication and Change Management Plan Checklist GENERIC CHANGE MANAGEMENT PLAN Involve the right stakeholders in the planning and implementation processes. Identify Teams Core Planning Team. Extended Planning Team Stakeholders Project Leaders Implementation Project Team Members Must have commitment, authority, and power to effect real change Work as a team outside
- [Phase 1.2 - Resource - Change Management Models](https://www.lblstrategies.com/resource-library/phase-1-2-resource-change-management-models/) - Phase I: Assess and Organize Change Management Models According to an article in Forbes, Change Management Guru is the world’s oldest profession. Almost everyone has a few theories about change management. While there are many change management models, most companies will choose at least one of the following four models to operate under: Lewin’s Change
- [Phase 1.1 - Article - Developing Strategy Leaders](https://www.lblstrategies.com/resource-library/phase-1-1-article-developing-strategy-leaders/) - The size and complexity of modern organizations operating in turbulent, even chaotic, environments has put a premium on competent strategy leaders. This is particularly true in midsize and larger organizations who must prepare the next generation of leaders well in advance to take the organization forward. Looking at this challenge from a longer term perspective
- [Phase 1.1 - Article - Corporate Portfolio Management](https://www.lblstrategies.com/resource-library/phase-1-1-article-corporate-portfolio-management/) - In 1970, Bruce D. Henderson, founder of the Boston Consulting Group, introduced the growth-share matrix, a framework for categorizing the various businesses in a company’s portfolio in terms of their relationship to each other and to the company as a whole on the basis of competitive advantage and growth—the now-classic stars, cash cows, dogs, and
## Team
- [Doug Maris](https://www.lblstrategies.com/about-lbl-strategies/our-team/doug-maris/) - Doug Maris is Chief Executive Officer and serves as a Senior Consultant & Senior Trainer for LBL Strategies. He has over twenty-five years’ executive leadership and strategy experience. As Senior Director of Business Development he developed, launched, and led a strategic management system for a large nonprofit senior healthcare and living chain with 2,200 employees
- [Steven Kenney](https://www.lblstrategies.com/about-lbl-strategies/our-team/steven-kenney/) - Steven Kenney is an internationally recognized expert practitioner in strategic foresight and strategy. For more than thirty years he has advised government, corporate, and non-profit organizations on how to create their future. He has led foresight and strategy advisory engagements for the top executives in General Dynamics, Boeing, CSX Transportation, Bayer, Heinz, and CIT Group
- [Annika Tammiste](https://www.lblstrategies.com/about-lbl-strategies/our-team/annika-tammiste/) - Annika Tammiste is the director of marketing of LBL strategies. With over 7 years of experience in professional office administrative positions, Annika is task oriented and provides excellent attention to detail. Her primary role is to provide administrative and executive assistance to leadership, support internal operations and oversee digital marketing. Prior to joining LBL strategies,
- [Jackie Lavorgna, PhD](https://www.lblstrategies.com/about-lbl-strategies/our-team/jackie-lavorgna/) - Jacqueline “Jackie” Lavorgna is a Senior Consultant and Trainer with LBL Strategies. She brings over a decade of experience in strategic thinking, strategic planning and management, and strategic foresight across the higher education and legal industries. Drawing on her background in business, strategy, and education, Jackie brings a growth mindset and systems thinking approach to
- [Mary Cummings](https://www.lblstrategies.com/about-lbl-strategies/our-team/mary-cummings/) - Mary Cummings is a Certified Public Accountant (CPA) and graduate of Northern Illinois University, where she earned her B.S. in Accounting. She spent 32 years with Advocate Physician Partners, serving as Director of Finance at the time of her retirement. With more than 40 years of experience in accounting—primarily within the healthcare industry—Mary brings deep
- [Meg Gassanov, PhD](https://www.lblstrategies.com/about-lbl-strategies/our-team/meg-gassanov-phd/) - Meg Gassanov is the Founder and Principal Consultant of Strategic Measures, a boutique consultancy specializing in strategy, performance measurement, and evaluation. She brings over 20 years of experience helping public sector and non-profit organizations strengthen planning, decision-making, and implementation through evidence-based strategy and results-oriented management. Drawing on her background in sociology and organizational strategy, Meg
- [Robin Champ](https://www.lblstrategies.com/about-lbl-strategies/our-team/robin-champ/) - Robin L. Champ is a visionary leader in strategic foresight and strategy management, currently serving as the Vice President, Strategic Foresight at LBL Strategies and an instructor at Harvard Extension School. She is a Certified Strategy Management Professional (SMP) through the International Association for Strategy Professionals (IASP), where she also serves as Co-Chair of the
- [Randall Rollinson](https://www.lblstrategies.com/about-lbl-strategies/our-team/randall-rollinson/) - Randall Rollinson is the Founder and President of LBL Strategies, a federally-certified veteran-owned business and nationally-recognized leader in the practical application of strategic management principles, tools and techniques. LBL Strategies is headquartered in Chicago, IL. Since 1985, Randall has served more than 3000 organizations across sectors with a targeted set of strategic management education, training,
- [Nick Hadjinicolaou](https://www.lblstrategies.com/about-lbl-strategies/our-team/nick-hadjinicolaou/) - Dr. Nick Hadjinicolaou is a seasoned strategy, project, and quality management expert with over three decades of industry and academic experience. As the Founding Program Director and Associate Professor of the Master of Project Management program at Torrens University Australia (2014-2023), he successfully established and led a world-class curriculum. Nick’s extensive career encompasses senior leadership
- [Liz Dean](https://www.lblstrategies.com/about-lbl-strategies/our-team/liz-dean/) - Meet Liz Dean, a seasoned healthcare leader with over twenty years of experience empowering leaders and teams to success. As a strategist and coach certified by the International Coaching Federation (ICF), Liz brings a unique leadership development and team empowerment approach. Observing the rapid changes within the healthcare industry and a concerning decline in employee well-being,
- [Tamera Fields Parsons](https://www.lblstrategies.com/about-lbl-strategies/our-team/tamera-fields-parsons/) - Tamera Fields Parsons is a Performance Consultant for The University of Tennessee’s Institute for Public Service. She is an experienced executive, performance excellence advisor, facilitator, and trainer. Prior to joining the University of Tennessee, she served as the CEO for the Tennessee Center for Performance Excellence and as the Vice President for Quality, Patient Safety,
- [May Wu](https://www.lblstrategies.com/about-lbl-strategies/our-team/may-wu/) - May Wu is Director of Business Development for LBL Strategies, Ltd. She is an entrepreneurial spirit professional with experience spanning startups, mid-size businesses, and corporations within both the private and public sectors. Technically skilled in project management, market research, business analysis, and business development. May earned her Master’s in Business Administration with Georgetown University where
- [Linda Snell](https://www.lblstrategies.com/about-lbl-strategies/our-team/linda-snell/) - Linda Snell, a Senior Consultant and Director of Certificate in Nonprofit Governance, has exceptional expertise in leadership development, strategic planning and relationship marketing. She consistently initiates and implements programs that increase communication and coordination between affiliated organizations. Linda has designed, implemented and evaluated numerous programs in the areas of leadership, professional development, public relations, and
- [James Stockmal](https://www.lblstrategies.com/about-lbl-strategies/our-team/james-stockmal/) - James Stockmal is an independent management consultant and serves as President of the International Association for Strategy Professionals (IASP). Jim has more than 30 years of experience in helping organizations develop and execute strategic transformation through the integration of people-focused, process-oriented, and technology-enabled initiatives. Strategy clients include the Royal Bank of Canada, Australian New Zealand
- [Richard Faulkner](https://www.lblstrategies.com/about-lbl-strategies/our-team/richard-faulkner/) - Richard Faulkner is Senior Consultant and Director of Online Programs and Services for LBL Strategies. Richard is responsible for the coordination and support of client education, training and strategic planning projects in virtual space. As senior consultant, he provides direct and indirect support to client strategic planning projects. He has been on the LBL team
- [Sophia Edwards](https://www.lblstrategies.com/about-lbl-strategies/our-team/sophia-edwards/) - Sophia Edwards is the Founder and Chief Executive Officer of SharpEDG, LLC, specializing in enterprise transformative solutions for both public and private sector organizations. SharpEDG helps clients achieve a competitive and strategic advantage through a full spectrum of stakeholder engagement, enterprise strategic alignment, technology service solution integration and mission support. As a senior business executive
- [John Alan Davis](https://www.lblstrategies.com/about-lbl-strategies/our-team/john-alan-davis/) - Excellent strategy consultants, outstanding facilitators, and intelligent negotiators with extensive international operational experience, which has been linked to global marketing capabilities and technical awareness. John Alan Davis is founder and managing director of Scott Davis Management, a company which has provided executive management development programmes for more than fifteen years. His creative heritage started as
- [Don Ricketts](https://www.lblstrategies.com/about-lbl-strategies/our-team/don-ricketts/) - Don Ricketts’ success in growing volunteer-led organizations is a direct result of strong strategic planning and management skills coupled with solid experience in leadership development. He built what became a model for the coordinated consumer marketing efforts between states and their national organization and is known as an expert in organizational structure and governance. His
- [Bob Webster](https://www.lblstrategies.com/about-lbl-strategies/our-team/bob-webster/)
- [Diane Rollinson](https://www.lblstrategies.com/about-lbl-strategies/our-team/diane-rollinson/) - Diane Rollinson is an experienced and practiced data practitioner. She has studied and worked with data for the past 20 years. Diane designed logical and physical data models and managed the evolution of systems for the American Hospital Association, ACNielsen, Discover Financial Services, University HealthSystem Consortium, Experian, and Blue Cross Blue Shield Association. Rollinson has
## Testimonials
- [Major Andrew Bibb](https://www.lblstrategies.com/testimonies/major-andrew-bibb/) - The Mastering Strategy course offered by LBL Strategies was a transformative journey that significantly enhanced my strategic thinking and planning abilities. The course material was relevant, easy to understand, and directly applicable to my work in national security. The complex world of strategy was broken down into digestible bits, making it easy to grasp even
- [Jan K. Gleiman Ph.D](https://www.lblstrategies.com/testimonies/jan-k-gleiman-ph-d/) - Just received my certification as a Strategy Management Professional (SMP) from the International Association for Strategy Professionals (IASP). I have been working in strategy and strategy management for a long time. First with the Army and then in my second career. Glad that there is a process and a credential to delineate those who just
- [Dolly Turner](https://www.lblstrategies.com/testimonies/dolly-turner/) - "The short and long-term strategic planning tools were actionable and easy to use and engage teams. I especially appreciate the comparison tools that evaluate your performance vs best practices locally and nationally and encourages teams to look beyond our world."
- [Shelley Ruff](https://www.lblstrategies.com/testimonies/shelley-ruff/) - “The training and consultative services, as provided by LBL Strategies, are exactly what the Heritage College needed, and have enabled the leadership team to focus on what’s most important, to make better decisions, and to advance the ability to think and act strategically. The consultative services were tightly aligned with the training materials, enabling the
- [Blake Sheppard](https://www.lblstrategies.com/testimonies/blake-sheppard/) - “I especially appreciate the program’s bringing together of so many approaches and the volume of research into one, cohesive process. I’d definitely recommend this course to anyone interested in the execution side of strategy development and management.”
- [Major Brett Butler](https://www.lblstrategies.com/testimonies/major-brett-butler/) - The “Mastering Strategy” Strategic Management Performance System course provided me both the theory and practice of what it takes to devise a coherent, executable strategy. As a member of the DoD, I see great value in applying this knowledge to shape the strategic direction of my organization and implement, execute, and assess both the long-term
- [Dawn Mondschein](https://www.lblstrategies.com/testimonies/dawn-mondschein/)
- [Andrew Yao](https://www.lblstrategies.com/testimonies/andrew-yao-3/) - "Thank you very much for the program. My current job I play a central strategy role, but despite having the right instincts and some background, I didn’t have the solid structure and framework to confidently lead. I was hoping this course would provide a bit of that. It surpassed my expectations, as did your personalities
- [Andrew Yao](https://www.lblstrategies.com/testimonies/andrew-yao/) - “Thank you very much for the program. My current job I play a central strategy role, but despite having the right instincts and some background, I didn’t have the solid structure and framework to confidently lead. I was hoping this program would provide a bit of that. It surpassed my expectations, as did your personalities
- [Jacqueline Lavorgna](https://www.lblstrategies.com/testimonies/jacqueline-lavorgna/) - “This course offers a clear, compelling introduction to strategic management that is easily navigated and digestible with excellent knowledge check points along the way. So thankful to LBL Strategies for such an excellent IASP test prep course.”
- [Khaled Al Sakhel](https://www.lblstrategies.com/testimonies/khaled-al-sakhel-2/) - “I would like to inform you that I have passed my International Association for Strategy Professionals SPP exam and am officially SPP certified. I would like to take this opportunity to thank you and the LBL team for the great and professional training provided (as well as all the help afterwards) which allowed me to
- [Lisa Price](https://www.lblstrategies.com/testimonies/lisa-price/) - “I’m thoroughly enjoying this course. It’s definitely the best strategic planning course I’ve taken over the years. Wish I’d known about it several years ago! I also wanted to let you know that I passed my International Association for Strategy Professionals SMP exam. I’m thrilled! No doubt your prep course was very beneficial in my
- [Joy Howell](https://www.lblstrategies.com/testimonies/joy-howell/) - “This program did an excellent job of helping me understand how to help clients develop strategic plans to grow their businesses. The instruction team, LBL Strategies, was very professional, seasoned and organized in their presentation of the material.”
- [Nasser Turki Alotaibi](https://www.lblstrategies.com/testimonies/nasser-turki-alotaibi/) - “It was one of the best courses I have ever taken, I liked the “Tools” of the Strategic Management which I am currently using them at my work. I feel I am equipped with the right “toolbox” I should use, having the theory behind it, and the rational that help me to gain confidence.”
- [Jonathan Khalaf](https://www.lblstrategies.com/testimonies/jonathan-khalaf/) - "Instructors were effective, charismatic and helped reinforce the critical concepts of the course. Experiencing progression through the different strategic phases reinforces practical application of the concepts."
- [Alan Lovelace](https://www.lblstrategies.com/testimonies/alan-lovelace/) - "The Mastering Strategy course not only gave me the knowledge and skills to lead a very productive strategic planning event but to also get to the outcomes we need. The leaders at LBL Strategies coached me to align and prepare for my first use of this approach and that made all the difference."
- [Ted Lewis](https://www.lblstrategies.com/testimonies/ted-lewis/) - “The concepts I learned throughout this course are exactly what I need to do my job.”
- [Tom Conaway](https://www.lblstrategies.com/testimonies/tom-conaway/) - “Encouraging participation across the groups to gain a broader perspective for my organization and applying the strategies to the realities of my organization. A compliment to Doug and Randy for a successful class done virtually.”
- [Cheryl Christopher](https://www.lblstrategies.com/testimonies/cheryl-christopher/) - “Wow, this course exceeded my expectations and more. I've taken numerous strategy courses over my career, and this one is by far the most comprehensive of useful knowledge, skills, and tools that can be readily applied to the real world. The instructors are top notch, combining expertise, experience, and humor to make for an engaging
- [Maureen E. Thompson](https://www.lblstrategies.com/testimonies/maureen-e-thompson/) - “The course provided a wealth of evidence-based information and practical tools that will enhance my ability to prepare, execute, and evaluate my organization's strategic plan. The content was delivered using a mix of learning formats (e.g., lectures, online discussions, quizzes, homework assignments, and peer-to-peer interactions) which greatly facilitated my understanding and retention of the content.”
- [Naseem Saiyed](https://www.lblstrategies.com/testimonies/naseem-saiyed/) - "The Mastering Strategy Program provided a comprehensive framework (Strategic Management Performance System) to think about strategy as a discipline starting with assessing the needs to strategy formulation, execution and performance management."
- [Myrna Mckenzie](https://www.lblstrategies.com/testimonies/myrna-mckenzie/) - “The GWU/LBL SMPS course was one of the best decisions I made! I learned several concepts and techniques that I have applied way before the course ended. I had many light bulb moments for some of the challenges I was trying to solve on my strategic management journey. Support throughout the course was phenomenal and
- [Jill Breeze](https://www.lblstrategies.com/testimonies/jill-breeze/) - “Mastering Strategy Program presented by LBL Strategies, provided education and tools to improve my knowledge to move our strategic plan forward. Being able to access class presentation slides and recordings afterwards gives me the opportunity to review how processes are done before we implement. I wholeheartedly recommend this class to anyone working with strategy. It
- [Yana Ginburg](https://www.lblstrategies.com/testimonies/yana-ginburg/) - “Very good discussion. The instructors provided context and engaged the student to tailor the course content to our industry.”
- [Pamela Peralta](https://www.lblstrategies.com/testimonies/pamela-peralta/) - “Instruction was superb and engaging! I highly recommend this course especially for SBDC top executives.”
- [Alexa Cooper](https://www.lblstrategies.com/testimonies/alexa-cooper/) - “What I liked most about the course was the way in which the information was presented. It was clear and easy to understand.”
- [Michael W. Myhre](https://www.lblstrategies.com/testimonies/michael-w-myhre/) - “The Strategic Management Performance System Certification training provided our consultants with a process-driven understanding and practical tools to help clients succeed in this area. I would gladly recommend your company to any organization seeking quality strategic management performance system training.”
- [Cheryl Kirby](https://www.lblstrategies.com/testimonies/cheryl-kirby/) - “Your professional and highly qualified team provided our consultants with quality training and prompt service. We received positive feedback regarding your Strategic Planning: Strategic Management Performance System Certification training and can already see its positive impact in serving small businesses throughout the state. Thank you for your professionalism and for helping make our conference a
- [Doug Eames Ph.D.](https://www.lblstrategies.com/testimonies/doug-eames-ph-d/) - "The instructors were perfect with great experience. The toolkit is amazing! I am very happy with the learning that took place!! Thank you very much!!"
- [Linnea Musselman](https://www.lblstrategies.com/testimonies/linnea-musselman/) - “This program is applicable for anyone within the professional world who wants to gain a better understanding of strategic thinking.”
- [Amos Olujide](https://www.lblstrategies.com/testimonies/amos-olujide/) - "The delivery was impressive. The tools introduced were cutting-edge. The program was very engaging and the interactive approach brought so much into the class discussions."
- [Alwaleed](https://www.lblstrategies.com/testimonies/alwaleed/) - "It was my pleasure to meet you all and especially Randall. This course was a great opportunity to get ahead in the region in strategy management and to network with highly intelligent and established professionals. I hope to meet you all in later programs and gatherings and wish you a bright future."
- [Liv Medina](https://www.lblstrategies.com/testimonies/liv-medina/) - “I’m presently doing your Strategic Management program and thus far it is the best that I have seen as far as bridging the gap between Strategy and Execution. I am also completing my PMP at the same time and hope to apply these in my field of IT Procurement.”
- [Victor O. Okereke](https://www.lblstrategies.com/testimonies/victor-o-okereke/) - “The program has helped me in my new position to develop coaching and workshop materials for our employees.”
- [Myra Jolivet](https://www.lblstrategies.com/testimonies/myra-jolivet/) - "I am so glad I took the program! I now have my own consulting business for public relations and strategic planning. The program enabled me to do this!"
- [Dr. James Stewart](https://www.lblstrategies.com/testimonies/dr-james-stewart/) - “I personally like a straightforward, logical, hence teachable approach to strategic management, which this program well provided.”
- [Tom Cavaness](https://www.lblstrategies.com/testimonies/tom-cavaness/) - “The program was great! Very thorough the amount of material and the tools provided exceeded expectations.”
- [Chris Sleath](https://www.lblstrategies.com/testimonies/chris-sleath/) - “This is the best summary presentation on strategic planning management tools and techniques that I have seen to date.”
- [Craig A. Ratajczyk, CEO](https://www.lblstrategies.com/testimonies/craig-a-ratajczyk-ceo/) - “LBL Strategies has been integral in building out the strategic planning, performance management and monitoring system. Without LBL ISA would only be half of what it is today.”
- [Rob Salley](https://www.lblstrategies.com/testimonies/rob-salley/) - “The real-life examples and simple tools presented in the Strategic Management Certificate Program not only give life to the theory and models, but also make it practical to implement in an organization.”
- [Gail Farwick](https://www.lblstrategies.com/testimonies/gail-farwick/) - “[The Strategic Management Certificate Program] has positioned me to leverage what I’ve learned in my work environment. During the lecture series, I was already finding opportunities to use some of the tools at my company.”
- [Miller Ruiz](https://www.lblstrategies.com/testimonies/miller-ruiz/) - Ha sido uno de los mejores programas académicos que más me ha provisto de herramientas prácticas y metodologicas, listas para usar de manera inmediata. (This has been one of the best academic programs. It has provided me with practical tools and methodologies, ready for immediate use.)
- [Catherine Peskuski](https://www.lblstrategies.com/testimonies/catherine-peskuski/) - LBL Strategies’ SMPS methodology provides the framework for us to do our work. We are adjusting where we need to make the process work for us and not slow us down. As we get into a cadence of planning and executing, hand offs and report outs, we are seeing employee engagement improve, member satisfaction improved
- [James](https://www.lblstrategies.com/testimonies/james/) - "The pleasure was mine to have met you and the other participants in the just concluded SMPS program. Thank you for meeting and indeed exceeding my expectations. I improved my strategic management skills and acquired the necessary strategic tools to apply in my organization. I wish you and your family good health and a prosperous New Year
- [Abdulhafeez](https://www.lblstrategies.com/testimonies/abdulhafeez/) - "Thank you, Randy, for this rich course and for helping us "connect the dots", and thank you group for the productive discussions throughout this week."
- [Tanisha Lewis](https://www.lblstrategies.com/testimonies/tanisha-lewis/) - “The boot camp was great and applies directly to our needs.”
- [Karen Carter](https://www.lblstrategies.com/testimonies/karen-carter/) - "I appreciated that the course was designed for busy professionals allowing me to fit it into my busy schedule."
## Categories
- [Blog](https://www.lblstrategies.com/category/blog/)
- [Articles and White Papers](https://www.lblstrategies.com/category/articles-and-white-papers/)
- [Leadership](https://www.lblstrategies.com/category/blog/leadership/)
- [Strategic Planning](https://www.lblstrategies.com/category/blog/strategic-planning/)
- [Environmental Assessment](https://www.lblstrategies.com/category/blog/environmental-assessment/)
- [Performance Management](https://www.lblstrategies.com/category/blog/performance-management/)
- [Governance and Board Leadership](https://www.lblstrategies.com/category/blog/governance-and-board-leadership/)
- [Training and Certification](https://www.lblstrategies.com/category/blog/training-and-certification/)
- [Change Management](https://www.lblstrategies.com/category/blog/change-management/)
## Tags
- [strategy execution principles](https://www.lblstrategies.com/tag/strategy-execution-principles/)
- [strategic leadership](https://www.lblstrategies.com/tag/strategic-leadership/)
- [strategic execution](https://www.lblstrategies.com/tag/strategic-execution/)
- [leadership](https://www.lblstrategies.com/tag/leadership/)
- [management](https://www.lblstrategies.com/tag/management/)
- [communications](https://www.lblstrategies.com/tag/communications/)
- [collaboration IQ](https://www.lblstrategies.com/tag/collaboration-iq/)
- [strategy](https://www.lblstrategies.com/tag/strategy/)
- [politics](https://www.lblstrategies.com/tag/politics/)
- [trends](https://www.lblstrategies.com/tag/trends/)
- [Agile organization design](https://www.lblstrategies.com/tag/agile-organization-design/)
- [resilience](https://www.lblstrategies.com/tag/resilience/)
- [Performance Excellence](https://www.lblstrategies.com/tag/performance-excellence/)
- [Baldrige](https://www.lblstrategies.com/tag/baldrige/)
- [Strategic management](https://www.lblstrategies.com/tag/strategic-management/)
- [crosswalk](https://www.lblstrategies.com/tag/crosswalk/)
- [criterion](https://www.lblstrategies.com/tag/criterion/)
- [healthcare](https://www.lblstrategies.com/tag/healthcare/)
- [systems thinking](https://www.lblstrategies.com/tag/systems-thinking/)
- [co-creation](https://www.lblstrategies.com/tag/co-creation/)
- [agile](https://www.lblstrategies.com/tag/agile/)
- [strategic plan](https://www.lblstrategies.com/tag/strategic-plan/)
- [strategic operating plan](https://www.lblstrategies.com/tag/strategic-operating-plan/)
- [change management](https://www.lblstrategies.com/tag/change-management/)
- [organbizational leadership](https://www.lblstrategies.com/tag/organbizational-leadership/)
- [language](https://www.lblstrategies.com/tag/language/)
- [innovation](https://www.lblstrategies.com/tag/innovation/)
- [workplace culture](https://www.lblstrategies.com/tag/workplace-culture/)
- [strategic foresight](https://www.lblstrategies.com/tag/strategic-foresight/)
- [scenario-based planning](https://www.lblstrategies.com/tag/scenario-based-planning/)
- [leadership training](https://www.lblstrategies.com/tag/leadership-training/)
- [executive training](https://www.lblstrategies.com/tag/executive-training/)
- [strategic planning](https://www.lblstrategies.com/tag/strategic-planning/)
- [alternative futures](https://www.lblstrategies.com/tag/alternative-futures/)
- [strategy implemetation](https://www.lblstrategies.com/tag/strategy-implemetation/)
- [strategy management](https://www.lblstrategies.com/tag/strategy-management/)
- [digital strategy](https://www.lblstrategies.com/tag/digital-strategy/)
## Phases
- [Phase 1 - System Initiation](https://www.lblstrategies.com/phase/system-initiation/)
- [Phase 2 - Environment Assessment](https://www.lblstrategies.com/phase/environment-assessment/)
- [Phase 3 - Strategy Formulation](https://www.lblstrategies.com/phase/strategy-formulation/)
- [Phase 4 - Strategic Planning](https://www.lblstrategies.com/phase/strategic-planning/)
- [Phase 5 - Strategy Execution](https://www.lblstrategies.com/phase/strategy-execution/)
- [Phase 6 - Performance Management](https://www.lblstrategies.com/phase/performance-management/)
- [Overview](https://www.lblstrategies.com/phase/overview/)