Business leaders who want to see improved business results must first present to their employees a launch path to success. That does not mean that all the answers to the organization’s challenges must be provided by the leader. In fact, employees should be fully engaged in finding new, unexpected, and beneficial solutions to critical problems. They should also be challenged to find innovative ways to exploit opportunities.
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Running a business can be a lot like riding a roller coaster – long spells of a slow grind uphill to meet the daily demands, with short bursts at breakneck speed to meet customer deliverables and internal commitments.
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Each time people come together to address important organizational issues and a facilitator is engaged there should be high expectations and low risk. The high expectations are for anticipated breakthroughs. The low risk refers to the possibility of not meeting client expectations.
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Business Action Plans are like the meat in a sandwich. They provide the content between strategic and operational planning. A Business Action Plan can cut across a company, division or department.
The number one job for all executives is to improve their business performance. What methods to employ is the question. Here are a few concepts to consider.
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As a first step in a strategic plan or assessing a business model, it helps to assess the factors in the environment that could have an impact on the success of our organization.
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Where to focus a business leader’s attention when it comes to creating a strategic plan for future success?
For most of my career, I have been very comfortable with the model illustrated below.
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As a first step within a strategic planning process, it is important to recognize that the nature of the competitive forces within our industry will determine the relative scope for growth and profitability. Understanding the dynamics of these forces will help us to assess the potential for new opportunities and begin to differentiate ourselves from others.
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Committees offer the promise of addressing critical issues that affect an association’s sector or profession. Committees can help deliver results on governance issues, advocacy initiatives, or new programs for members. But they can also generate risks and even peril to associations.
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When we are building a strategic framework with our clients, the first accomplishment is the refinement of an existing Vision Statement or the creation of a new one. What flows from the Vision Statement are Pillars of Success, Strategic Objectives, Measures and Key Initiatives.
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