ebizsurf, 25 October 2010 - Why Can't We Do It - In the last 50 years man has walked on the moon, split the atom and spliced the gene. In the last 20 years, in business, we have discovered how to capture intangible assets along with tangible by adopting a balanced scorecard, invented ways to improve productivity through "Lean Six Sigma" and are learning how to develop our next line of leaders through the use of assessment centers. Why is it we still can't implement our corporate strategy?			ebizsurf, 28 September 2010 - Pressure to Execute - Many believe the light at end of the tunnel is no longer the oncoming train of disaster but is indeed, the light at the end of tunnel. There is still concern that there may be a double dip but the indicators are looking better than at any time in 2009. There are deals back in the market for private equity in Asia, the UK is officially out of recession and the United States is reporting better than expected economic growth.			ebizsurf, 17 September 2010 - Delivering on the Strategy Promise – A few years ago MacDonald's initiated a growth strategy for China. It was playing catch-up to Kentucky Fried Chicken who entered the China market much earlier. As part of the strategy to maximize customer revenue it introduced "drive-throughs" and individual locations were refurnished.
Human Resources, September 2010 - The Job HR Never Asked For - HR leaders have been steadily moving from an administrative focus to a strategic focus over the last few years. Do they see this as an opportunity or a burden?			The Asian Banker, 12 August 2010 - A new decade, a new approach, to banking implementation - Many celebrated the beginning of 2010 with additional passion because it was a chance to say goodbye to 2009, a year to forget for most bankers. With several indicators suggesting that 2010 will be a better year, many leadership teams in the region invested their time in revisiting their strategies with a keen eye on the changed strategic landscape.			The Edge, Don't take your eye off implementation – If it takes one year to craft a strategy, it will take at least two years to implement it.
The Business Times, 4 June 2010 - Shutting eyes on Dirty White Swans - If a value-based approach to risk management is adopted, Black Swan hedges won't be too expensive to be practical			People Matters, March 2010 - Strategy and Execution Essential skills for a modern leader - Robin Speculand, CEO, Bridges Business Consultancy Int. talks about the basic ideology behind his model of execution in "Beyond Strategy"			Jordan Business, February 2010 - Delivering The Strategy – From a first-part series in last month's issue that looked at the high failure rate of company strategy implementation to a second and final part that looks into its effective implementation, Robin Speculand outlines eight areas of focus that could lead to the successful implementation of organizational strategy.
Jordan Business, January 2010 - Leadership: From Strategy To Implementation - In the first of a two-part series, author and strategy implementation specialist Robin Speculand looks at why strategy fails to translate into execution and why that is a question leaders should be asking themselves.			Emerald Interview, January 2010 - Beyond Strategy: an interview with Robin Speculand - His latest book is Beyond Strategy Ð The Leader's Role in Successful Implementation. Due to the staggering failure of leaders to deliver on the strategy promises, implementation has become an integral part of strategy discussions, in the last few years. In Beyond Strategy, Robin shifts his focus from why strategy implementation is important, which was the focus of Bricks to Bridges, to what leaders must now do differently.			Khaleej Times Online, 17 November 2009 – “Arresting the Saboteurs of Strategic Change” – The best-laid schemes of mice and men, gang aft a-gley ” so goes a line in one of poet Robert Burns' pieces which aptly describes how even the best thought-out plans can still go awry.
Business Strategy Series, Vol 10 No. 3 2009 - Six necessary mind shifts for implementing strategy. 9 out of 10 implementations fail. What does it take to be the 1 in 10?			Jordan Business, September 2008 - Breaking The Mould - Why do companies fall short of achieving their strategy targets? What are the key issues pertaining to successful strategy execution?			Business Strategy Series, Vol 9 No. 6 2008 – “Living organizational values: the bridges value inculcation model” – Identifying the values for an organization is only step one of a four step process. To successfully become a value-driven organization, leaders must translate core values into what it means to staff member’s attitude and behaviours and then consider the overall impact to Organisational performance.
Business Quality Review, Nov/ Dec 08 Issue No.12 – “Leading Edge or Bleeding Edge” – After working hard to craft the strategy that is going to take the whole organization forward as a leading edge organization and making a promise to your people, the board and customers, are you delivering?			Internal Comms Hub, Vol 1, Issue 8, 2008 "You’ve got the strategy – now what? When it comes to a successful strategy, the secrets are in the implementation practices. “Are yours good enough?”			Oman Economic Review, December 2007 - "An Outstanding Truth" – Nine out of ten strategies fail to be implemented successfully. This is the outstanding truth that business leaders around the world have been ignoring.
Internal Comms Hub , Vol 1, Issue 4, 2007 "How to build Your Brand From The Inside Out" - How Offering unique employee experiences, building cultures of trust and encouraging employee input to company decisions helped build popular employer brands.			Strategic Direction Viewpoint, Vol 23 No. 2, 2007 – "One Million Pound Investment and 90 Percent Chance to Fail. Would you Sign Off?" - The challenge facing CFOs in supporting strategy rollout.			Leadership Excellence, Vol 23 No. 11, 2006 – "The Strategy Challenge" – Published along side Tom Peters, Marcus Buckingham, Ken Blanchard and others this article succinctly describes the challenges in implementing strategy.
Human Resource Management International Digest , Vol 14 No. 6 , 2006- "Strategy Implementation: We got the people factor wrong! How to lead your saboteurs, groupies, double agents and mavericks"- Despite popular believe most people do not resist change. This mistaken believe has led to many implementations failing.			Professional Consultancy, On-line Magazine of the Institute of Management Consultancy, 2006 :"The Flaws of Change Management Consulting" - Why the current change management equation just doesn’t work.			Strategic Direction , Vol 22 No. 3 – , 2006 "The Great Big Strategy Challenge" – Nine out of ten strategies fail to be implemented successfully. What does it take to be the successful one in ten?
Management Today, Issue 22, , 2006 "The Culture Factor" – Australian journalist interviews Mr. Speculand to find out just how culture can be a companies best asset.			Strategic Communication Management, Vol 10, Issue 2 - , 2006 "Getting Employees Behind Strategy" - How do you engage employees through communication to support your strategy implementation?			Finance & Management, Issue 130 - , 2006 "Strategy: Making Your Plans Come Alive" – Creating strategy is only the first step. Implementing it well can give companies a competitive edge.