Benchmarking Leadership Development Newsletter Operations 
Strategy Driven
JUNE 3, 2011
Pressures continue and accelerate for companies to stay in operation, become competitive, keep ahead of the marketplace and perform quality work. Inspires the development of organizational Vision. Mentorship and leadership development. Values, customs, beliefs, goals, objectives, benchmarking. Philosophy.
Strategy Driven
DECEMBER 7, 2012
Programs must be competent, effective and benchmarked. Without goals, one cannot operate under self-control. Operations continue to streamline and are professional and productive. You develop-champion the tools to change. Strategic goals and objectives must filter downward throughout all the organization. The Big Picture.
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Strategy Driven
FEBRUARY 3, 2012
This holds for corporate operating units and departments. You must always educate corporate opinion makers on how you function… and the skill with which you operate. Operating units and departments must schedule and follow a program to market their worth to their companies. Benchmarks for measurement. Case studies.
Strategy Driven
NOVEMBER 2, 2012
Can the benchmarking information be accessed regularly? Growth, defined as increasing revenues each year (rather than improving the quality of company operations). Continuous quality improvement within your own operation. Are budgeting measures used to manage performance? Does your strategic plan adequately describe what you do?
Strategy Driven
OCTOBER 7, 2011
New year projections are the best time to benchmark progress and adjust sights for the coming term. Programs must be competent, effective and benchmarked. Without goals, one cannot operate under self-control. Businesses should review their Strategic Plan annually. Training is vital. Priorities: Focus on important goals.
Strategy Driven
SEPTEMBER 2, 2011
Validate your worth to the overall company operation. Become top management’s partner in efficiency of operations. Readily measurable values: Time and cost of product development-service delivery cycles. Continuous quality improvement within your own operation. Programs must be competent, effective and benchmarked.
Strategy Driven
MAY 6, 2011
Pressures continue and accelerate for companies to stay in operation, become competitive, keep ahead of the marketplace and perform quality work. There is a need to develop better information to help management make better decisions. There is a sense that company operations are out of control. External-Marketplace.
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