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Culture doesn’t eat strategy for breakfast
....by Fred Aubin, CD MCGI
CEO & Founder at Strategic Red Team Consulting

At the risk of upsetting all the Drucker fans out there, “culture eats strategy for breakfast”, is probably the most misquoted and misunderstood of Drucker’s maxims. While this idiom is certainly accredited to him, it was actually first coined by Ford’s Mark Fields who later attributed it to Peter Drucker. Nonetheless, leadership and strategy pundits love to sprinkle this quote like chicken feed across social media channels. It is also an anthem for those who are opponents of corporate strategies, or institutional transformation...... more
More Business Evolution & Less Business Revolution Please.
....by Fred Aubin, CD MCGI
CEO & Founder at Strategic Red Team Consulting

Revolution! It’s a popular term in business speak. Everyone’s looking for something revolutionary. You see it in corporate vision statements (and even worse, mission statements) and social media business pundits are positively addicted to the word, whether it’s on the subject of leadership, strategy, technology, management, et al. Apparently, even my new iPhone 6 is “revolutionary”. Call me a bluff old traditionalist, but if you stick a number behind something, my sense is that it’s evolutionary, not revolutionary…. more
Leaders: Are Your "Red Balls" High and Tight?
....by Fred Aubin, CD MCGI
CEO & Founder at Strategic Red Team Consulting

During one of my recent speaking engagements on culture and strategy, the subject of prioritizing leadership's objectives with institutional values came up (it always does in culture / strategy debates). In this case the audience member was waxing eloquent on all the balls that she was juggling that were in conflict with each other. Whenever I hear of leaders having to "juggle balls", it reminds me of some cogent (yet humorous) advice that I received from a US Army General Officer years ago..... more
Achieving Mastery as an Executive Coach
.....by Donna Karlin, CEC, Diplomate IABMCP
SRTC Associate

Learning the Shadow Coaching® technique differentiates a coach from a Master Coach. This becomes even more evident when I teach abroad, whether Brazil, Australia, or Italy. Coaches are becoming even more impatient than their clients to make a difference and adopt a methodology that is impactful, present and powerful.... more
Wargaming: Avoiding M&A “Blood, Sweat and Tears” Part 1
.....by Ziad Awad, Chief Executive Officer at Awad Capital
(and cherished SRTC ally)

In the world of Mergers and Acquisitions (M&A) most deals fail because of poor execution and the “blood” in question is calculated in money, confidence and corporate credibility. M&A success rates can be greatly improved with better foresight, preparation and scenario analysis. We call this M&A Wargaming. Militaries don’t launch major operations without wargaming, red teaming and rehearsing their strategies, refining the execution prior to launching on a major operation. So why would you do anything different prior to launching a M&A deal where millions or billions are at stake? Not to mention your institutional credibility and the confidence of your shareholders! ..... more
Wargaming: Avoiding M&A “Blood, Sweat and Tears”, Part 2
...by Fred Aubin, CD MCGI
CEO & Founder at Strategic Red Team Consulting

As mentioned in Part 1 of this series, there’s an old military adage that says, “Sweat & Tears in Wargaming and Red Teaming is far preferable than "Blood, Sweat & Tears" on the battlefield.” What is true on the battlefield is also true in business, and in particular the world of mergers and acquisitions (M&A). So, what’s the equivalent of “Blood, Sweat and Tears” on your M&A battlefield? As illustrated in the previous article by my friend and ally Ziad Awad, business is a complex adaptive environment and activities generated by M&A significantly increase the complexities involved. Those complexities and intangibles are the minefields that inhibit successful M&A execution and it is incumbent upon leadership to reduce unknowns and imponderables for all decision makers prior to execution. .....more


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