Contingency Plans Leadership Marketing Operations 
N2Growth Blog
APRIL 5, 2010
This is so much the case that the most often overlooked aspect of strategic planning is adequately addressing contingencies as part of the planning process. The two most common outcomes created by a lack of contingency planning are: 1.) watching things grind to a halt as you scramble to evaluate options, and; 2.)
Six Disciplines
JULY 25, 2014
It''s also used to articulate the challenges an organization has, enabling contingency plans. It''s typically based on a review of internal and external facts and assumptions about the organization and the marketplace in which it operates. Marketing (company image, reputation, positioning, market share, growth).
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Six Disciplines
MARCH 21, 2011
It's also used to articulate the challenges an organization has, enabling contingency plans. It's typically based on a review of internal and external facts and assumptions about the organization and the marketplace in which it operates. Marketing (company image, reputation, positioning, market share, growth).
Strategy Driven
NOVEMBER 6, 2015
When you own and operate a business you need to have certain procedures for an efficient and seamless function. Sometimes the difficulty of managing your time makes for a haphazard operation. An inefficient operation results in unproductive activities which often miss the point and worse yet, result in wasted time and wasted resources.
Harvard Business Review
JUNE 2, 2015
In my former position as Managing Director of Philip Morris Ukraine where I was based from January 2012 until February 2015, I was forced to see it as a business crisis that threatened our people, operations, and bottom line. Indeed, Ukraine’s troubles offered an opportunity to build the leadership capacity of my management team.
Harvard Business Review
DECEMBER 26, 2014
We have reviewed hundreds of corporate announcements and websites, interviewed numerous leadership experts, and conducted an analysis of CEO changes and successions over the past five years at S&P 500 and Global 100 companies. Through this effort, we have observed certain characteristics of this emerging trend.
Harvard Business Review
AUGUST 15, 2011
he was decrying the sorry state of leadership, not asking about particular places. Are there continuity, backup, and contingency plans? Even in quiet times, there's a chance for mischief or missteps if leaders leave a vacuum, with no one clearly in charge and lack of clarity about how to operate.
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