Remove Finance Remove Market Segmentation Remove Operations Remove Strategy
article thumbnail

6 Factors That Can Impact Your Commercial Business

Strategy Driven

In the commercial world, factors ranging from sudden disasters to evolving market trends play a crucial role in shaping the business landscape. While some of these elements are within a business owner’s control, others are external forces that require a well-thought-out strategy to manage.

article thumbnail

M&A Without Buying the Company

N2Growth Blog

By Mike Myatt , Chief Strategy Officer, N2growth. Most people tend to look at acquisitions from a rather myopic and traditional M&A perspective: making a strategic or synergistic purchase of an operating entity on an accretive basis.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

How Leading Companies Build the Workforces They Need to Stay Ahead

Harvard Business Review

New innovations will change the basis of competition in many markets and alter the sources of advantage for most companies. Business-critical roles — that is, the jobs that are central to differentiating a company from its competitors and successfully executing its strategy — will also change. Take insurance, for example.

Company 10
article thumbnail

Protecting Your Small Business: How to Cover the Basics

Strategy Driven

You need to take the time to understand the laws in different markets you are operating in. The office you use, the office equipment you bought when you first started your business, the cash and financing options you have, employees filling key roles, and other assets of your business are equally important and are worth protecting.

article thumbnail

It???s Time to Retool HR, Not Split It

Harvard Business Review

A similar proposal to Split Finance would likely have been rejected out of hand by organization leaders (and Harvard Business Review editors), because its obvious that the Finance function must fit the organization strategy and leader capabilities. Yet this evidence is apparently not well-known.

Charan 13