Dr Graham Kenny is the CEO of Strategic Factors, a Sydney, Australia-based consultancy that specialises in strategic planning and performance measurement. He is the author of Crack Strategy’s Code (President Press, 2013) and Strategic Performance Measurement (President Press, 2014).


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    Making (a Little) Progress on CEO Pay

    Since companies can’t seem to solve the divisive problem of exorbitant CEO pay on their own, legislation may well turn out to be the best fix. Here’s how it’s starting to help in various parts of the world, though there’s still a lot of work to do.

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    What’s Missing from Annual Reports

    As a shareholder of several companies, I receive many updates and reports. Even though I know how to dissect the financials and pull out any relevant ratios, I’m not satisfied with the story that these reports tell me. Nor, I’d suggest, are most shareholders.

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    How Boards Can Rein in CEO Pay

    The wolves are out and circling on the question of CEO pay, since more and more executives are walking away with their pockets lined while their organizations flounder. Take, for example, Tom Albanese, who stepped down as CEO of Rio Tinto, one of the world’s largest mining companies.

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    A List of Goals Is Not a Strategy

    Let’s say you’re getting together with other managers and employees to develop your organization’s or unit’s strategy. No matter how much discussion and enthusiasm you bring to the task, you’re likely to emerge with a list that looks like a mess.

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    Customers Are Better Strategists Than Managers

    I was once appointed CEO of a company in need of a turnaround. We made trusses and frames for houses, and one morning, after I’d been on the job about three months, I found myself staring out my window, watching the trucks and forklifts below. I thought: What am I doing here? Can I, on the fingers of one hand, list the ingredients of success in this industry?

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    Your Company’s Purpose Is Not Its Vision, Mission, or Values

    We hear more and more that organizations must have a compelling “purpose” — but what does that mean? Aren’t there already a host of labels out there that describe organizational direction? Do we need yet another?

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    Dialing Up the Volume on Strategic Innovation

    As generations-old business models are upended by innovations in retail, financial services, bookselling, and a host of other industries, companies must continually adjust their strategic positioning to edge out rivals. But senior executives often find it difficult to conceptualize all the tweaking and re-tweaking that must be done — let alone explain it to their employees.

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    Five Questions to Identify Key Stakeholders

    Suppose you’re meeting with a group of managers and staff members to determine who your key stakeholders are. (It’s an important task, because with limited resources, your organization or unit can’t do everything for everyone.) People will submit their ideas, and in no time at all you’ll have a large list — and potentially a nightmare.

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