Strategy Driven

MARCH 18, 2011

Those companies that ‘sweat’ their capabilities continuously improve them and sustainably capture the top-line growth in their industries and, ultimately, market leadership. Companies today operate in a business environment that encourages incoherence. Second, a coherent system focuses strategic investment on what matters.

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

SEPTEMBER 26, 2011

Caterpillar , for example, publishes its dealer sales statistics by region each month, while the Spanish bank Santander puts out a newsletter with key operating results and commentary. In response, several pension funds and SWFs have begun or expanded the use of absolute return benchmarks in their equity strategies. "It

Long-term 8

Long-term CEO Short-term McKinsey 8

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. Mentorship and leadership development. Provide business owners with a totally different perspective on how they can operate and be more successful. Philosophy. He has advised two U.S.

Strategic Planning 68

Strategic Planning Benchmarking Long-term Consultative 68

Strategy Driven

OCTOBER 4, 2013

Benchmarking the progress made and communicate it outside the community. airline industry reported an operating loss of more than $10 billion in 2001 and a net loss of almost $8 billion, according to Air Carrier Financial Statistics Quarterly, a compilation of airline financial reports issued by the U.S. Rebuilding the community image.

Crisis 58

Crisis Airlines Transportation Crisis Management 58

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 provide leadership for progress, rather than following along. Training is vital. Priorities for Goals: Focus on important goals.

Strategic Planning 56

Strategic Planning Goal Planning Budgeting 56

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.

Positioning 50

Positioning Company Strategic Planning Guidelines 50

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.

Goal 50

Goal Strategic Planning Benchmarking Budgeting 50

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?

Strategic Planning 68

Strategic Planning Budgeting Planning Competitive Advantage 68

Strategy Driven

FEBRUARY 7, 2014

Benchmarking. If you enjoyed this article, let us keep you up-to-date on other newly published insights by signing up for our complimentary StrategyDriven Newsletter. Reconnecting with old friends, former colleagues and citizens for whom you have great respect. Consider leaving a comment! All rights reserved.

Planning 60

Planning Learning Curve Learning-by-Doing Budgeting 60

Strategy Driven

APRIL 17, 2015

As companies operate, all make honest and predictable mistakes. Failure to benchmark results and accomplishments. The emphasis is upon the latest slogans of mission but does not look closely at how its systems operate. Capitalization is stretched beyond limits, and operations advance in a cash-poor mode.

Self-aware 50

Self-aware System Learning-by-Doing Bottom-up 50

Strategy Driven

SEPTEMBER 2, 2011

Validate your worth to the overall company operation. Become top management’s partner in efficiency of operations. Continuous quality improvement within your own operation. Values benefiting other aspects of the company operation: Quality improved on behalf of the overall organization. Cash outlays are always risks.

Budgeting 50

Budgeting Planning Strategic Planning Competitive Advantage 50

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 sense that company operations are out of control. ou provide leadership for progress, rather than following along. External-Marketplace. You contribute much to the economy.

Strategic Planning 78

Strategic Planning Advertising Consultative Planning 78

Strategy Driven

MARCH 4, 2011

As companies operate, all make honest and predictable mistakes. Failure to benchmark results and accomplishments. The emphasis is upon the latest slogans of mission but does not look closely at how its systems operate. It’s not that some organizations ‘click’ and others do not. Arrogant attitudes.

Bottom-up 58

Bottom-up System Learning-by-Doing Execution 58

Strategy Driven

DECEMBER 2, 2011

There is no converting them to your more enlightened way of thinking and operating. Leadership Programs Community stewardship – for the right reasons – is wonderful. Leadership programs exist in every major city. People who work for non-profit organizations also populate leadership programs.

Committee 52

Committee Learning-by-Doing Consultative Budgeting 52

Strategy Driven

MARCH 11, 2011

The company did more than 4,000 deals…most risky and without research, planning and benchmarking. Without Strategic Planning, there is no benchmarking of specific tactics. Enron did not demand enough accountability, fairness, ethics and operational autonomy from its outside auditor. Accounting. Who are the customers?

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57