Strategy Driven
OCTOBER 4, 2013
I have learned that strategic planning for crises can avert them 85% of the time. There have been far-reaching business after-effects from the attacks on September 11, 2001. In the fourth quarter of 2001, there were 408 extended mass layoff events, involving 114,711 workers, directly or indirectly attributed to the attacks.
Harvard Business Review
NOVEMBER 23, 2018
In the 2001 recession, total sales for the S&P 500 declined by 9% from its pre-recession peak to its trough 18 months later—almost a year after the recession officially ended. Commercial operations groups tend to be early targets for cuts in a recession. Recessions catch many companies by surprise, with predictable results.
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Strategy Driven
OCTOBER 18, 2013
Most often (85% of the time), they can be heeded, planned for averted. It must be included as part of a formal Strategic Planning and Visioning process. No single facet of planning should be done out of sync with the others. The City of New York had conducted planning for multiple contingencies.
Harvard Business Review
AUGUST 27, 2018
They operate as lean organizations, using cloud and internet-based infrastructure, and launch and distribute products more quickly than did firms that competed with factories, warehouses, inventories, and suppliers. Emerging digital firms compete with knowledge, strategy, and expert human capital, attacking even the largest established firms.
Strategy Driven
MARCH 11, 2011
The Enron scandals of 2001 and 2002 focused only upon cooked books audit committees and deal making. These are my considered opinions, having conducted Performance Reviews, Strategic Planning and Visioning for other companies over 35+ years. Without Strategic Planning, there is no benchmarking of specific tactics.
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