Stephan Jansen

Management Topics & Strategy Know-How

Everybody can pick a strategy and follow it. In practice, however, managers and corporations can be overwhelmed with the many strategy tools that are out there. As a consequence, they analyse, dig deeper, yet do not find the conclusions they are looking for. They choose another tool and analyse some more.  Paralysis by analysis is the result. Just as often, organisations are quite clear quickly what they want to achieve but have trouble reaching these goals fast. Daily operations require all the attention and time available. Mid- and long-term objectives take a back seat. In this blog I discuss and give tips for better strategy execution, better planning and managing teams and organisations on the road to change, transformation and performance.

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Carve-Out and Divestment for strategic change: Diligence is the mother of good luck

When markets change and crisis knocks, divestments may be a consequence of a corporation's market or portfolio strategy. A regular review of which businesses to expand, which to penetrate, and which to exit are core to every corporate strategy. But managers don’t handle separations and divestitures every day - their time is usually spent ensuring company growth, dealing [...]

By |March 31st, 2021|Article, Carve-Out, Divestment, Execution, Strategy|

Incentives to change: I’ll play along if it’s worth it for me!

Let’s not beat around the bush: we expect our employees to do what we want them to do. And preferably with enthusiasm, energy and great ideas about how we can achieve our goals more quickly and effectively. To make this work, we offer our team friendly colleagues, clear responsibilities, competent managers, a warm smile every morning, reduced membership [...]

There can be only one!

How company culture changes following a merger remains an unsolved mystery. At least, that’s what the multitudes of literature, articles and recent publications on the subject could lead us to believe. I find that excessive. Sure, big culture projects are a particularly challenging part of megamergers, but lots of my clients deal with much smaller projects. The question [...]

Gut feel or analytical thinking? 8 tips for better, strategic decisions

I usually know what I want straight away. I am always amazed when I witness other people (including my wife) needing several days to make important decisions. A series of experiments in socioeconomics showed that people do not act rationally, but instead largely based on their emotions. Decisions are often rationalized retroactively and are actually based on emotion. [...]

By |October 25th, 2020|Article, Execution, General Management, Strategy|

Create commitment in times of change

How to Generate Commitment and Performance When Your Organisation Needs it the Most Restructuring projects, such as those which arise in times of crisis, or are stipulated during M&A integrations, turnarounds and important strategic initiatives, are characterised by uncertainty. And uncertainty can be destructive. It dampens spirits, stirs up anxiety and kills creativity and productivity. No wonder, when [...]

By |April 21st, 2020|Artikel, Krise, Management|
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