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Where your company is headquartered makes a big difference to your bottom line

Strategy Driven

Real estate is unaffordable for many, competition for talent and investment is fierce, and high state and local taxes and labor costs quickly consume whatever capital startups have secured. Resource Management Warning Flag 3 – Marginalizing Employee Contributions. About the Author. FREE StrategyDriven Trial Membership.

Company 51
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2013 Trends and The Power of Women

Women on Business

president of Simon Associates Management Consultants. I was recently asked to think about how 2013 trends will impact women in the work force and how women will impact the trends. But many of the trends are picking up speed now and should become even more pronounced in 2013. Guest Post By: Andrea Simon, PhD.,

Trends 265
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How Military Veterans Can Turn Their Skills into a Corporate Career

Harvard Business Review

When Toby Johnson was 24 years old, the Army pilot was in charge of eight $30 million Apache helicopters, plus the 30 people who managed them — more responsibility than any of her friends in the private sector. Today, she’s a VP and General Manager for a prominent Fortune 500 corporation. Do you have a strong work ethic?’”

Career 12
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Rising Sea Levels Won’t Doom U.S. Coastal Cities

Harvard Business Review

In the summer of 2013, Rolling Stone published a long article titled “Goodbye, Miami,” which claimed that climate change will submerge much of the titular city. Companies such as Coastal Risk Consulting are developing flood risk statistical models at the parcel level. What will this adaptation look like?

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The “Four P’s” of Marketing a Law Firm Online

Strategy Driven

Frank at Sagapixel told me about a conversation he had with Eric Diaz, a prominent real estate attorney in Philadelphia. The hourly model that many attorneys use could be inferior to a value-based model such as those promoted by consultant Alan Weiss. Can You Create a Niche? The Fourth P – “Promotion”.

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The Big Picture of Business – Achieving the Best by Preparing for the Worst: Lessons Learned from High-Profile Crises, part 2 of 4

Strategy Driven

None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. Current management of both companies were ill-advised on handling the crises. In 1999, the U.S.

Crisis 58