Archive for the ‘Strategy’ Category
Continuing our theme from yesterday, let’s look at a number of questions to use with yourself and the key stakeholders who will be responsible for executing your vision.
Your vision will need to have buy-in and engagement of others to it to become a reality. Therefore, it will be important to get the stakeholders involved early in the process to improve the probability of successful execution.
Here are Twelve Questions for Engaging Your Key Stakeholders… Continue reading ‘Questions for Expanding the Execution of Your Vision’ »
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Posted by Voss Graham on September 1, 2011 at 2:14 am under Strategy.
Tags: 12 questions for executing a new vision, engaging stakeholders, game changing events, new business vision, new strategy, Voss W Graham
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Just reflecting on what has been happening to our businesses over the past three years. Seems our world has turned either upside down or is significantly tilted to one side. Therefore, I would say it is time to review what we see as our future.
With all the changes, there are probably “new” norms as to how the world is operating today. So, again, more thought and reflection is required before making any definitive moves or decisions.
So what do you need to do first? You must ask some serious questions and using an open mind with out any limitations – answer the questions honestly and straight forwardly. In fact, I would say think about getting a group of key stakeholders together and have this question and answer session facilitated for total engagement of everyone involved. Continue reading ‘Questions to Ask When Creating Your Future Vision’ »
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Posted by Voss Graham on August 31, 2011 at 1:56 am under Strategy.
Tags: engage creativity for a future vision, engaged stakeholders, having a company vision, questions for thought, Voss W Graham
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Had a very interesting discussion this week with a corporate executive who was complaining about the latest integration failures with a recent acquisition. As we discussed and dialogue the subject the issue became quite clear for both of us.
They were relying upon a group of Fast Tracking Managers to development and deploy the integration of the acquired company into their organization. Mistakes and issues were popping up it felt like we were watching a popcorn popper rather than a well organized company prepare for the future.
So what happened in this case (and many similar situations) was a lack of maturity and in depth knowledge about the industry and how people get the job done. In fact, I would call it a Job or Task Maturity Level issue which needs more leadership. In this case, I’m talking about leadership making certain all the “right” issues and elements of a merger or acquisition are being done.
What causes the Fast Track Managers to have a limited frame of reference or even limited choices to ensure their success. So here is the background for Cause and Effort Analysis of a Fast Trackers Mindset. Continue reading ‘Strategic Mistakes Made Due to Fast Tracking’ »
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Posted by Voss Graham on July 1, 2011 at 1:54 am under Strategy.
Tags: fast track managers, knowledge, Mentor systems, Strategy and Fast Trackers, successful mergers and acquisition implementation, understanding and wisdom, Voss W Graham
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Most leaders are really good planners and develop strategic goals and objectives each year. Sort of a moving average type of thing.
The real issue is getting the execution of the strategic plan into the hands of the people who actually make the strategic plan happen. The everyday workers who come to the office or plant to execute some management plan of action for the day.
However, one of the sad things we continually find when working with organizations of all sizes. The leaders seldom have a clear plan of execution for the strategic plan. Therefore, the Plan sits on the book shelf and collects dust until the next planning session rolls around on the calendar.
Yet, their are high performing organizations – of all sizes and markets – who are achieving superior results to their competitors every year including downturns in the economy. How is this possible? Due to proper execution of their strategic plans – which in many cases has been cut down to a highly focused point of action.
So, let’s take a look at Four Critical Steps to Driving Strategy in Your Organization. Continue reading ‘Driving Strategy Through Your Organization’ »
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Posted by Voss Graham on June 28, 2011 at 1:37 am under Strategy.
Tags: Driving Strategic Implementation and Execution, how execute Strategic Plans, steps driving implementation of plans, Voss W Graham
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During the past four decades I have seen and been involved in many mergers and acquisitions of many different sized organizations. Some have worked out extremely well for both companies involved and others have had a win-lose impact.
This win-lose impact can be seen from both sides of the acquisition or merger. Meaning I have seen the company being acquired as losing – both in future value, culture and ultimate dollars or stock received. And, there are times when the acquiring organizations turns up as the loser. Some are huge failures – such AOL purchasing a internet company for $ 850 million and three years late sell the same company for a grand total of $10 million.
So, what happens to create ( or better yet – avoid the failure cycle from the five major reasons for M & A failures) these losing positions from the M & A game of acquisition and mergers? Continue reading ‘Reasons for M & A Failures’ »
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Posted by Voss Graham on March 30, 2011 at 1:43 am under Strategy.
Tags: Acquisition mistakes, avoiding business failure, executive decision points, Five Reasons for M and A Failures, Leadership, Reasons for Mergers and Acquisitioin failure, strategic issues to review, Voss W Graham
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Sadly, many organizations don’t realize the importance that values play in financial success. Values are the building blocks for strong companies that want to retain customers as well as stay in business altogether. One might get by for a few years by skirting the “values” issue, but it will come back to haunt you at some point; with client turnover, employee turnover, or both.
Company values should be identified and named before the mission is stated. The mission statement addresses, “Why we exist.” The vision of the company is built from the mission, and then goals and objectives as well as measurements come from the vision.
Here are 15 of the most often cited Corporate Core Values:
- Honesty
- Integrity
- Fairness
- Ethical
- Customer-Centered Service
- Learning Environment
- Innovative
- Efficiency
- Financially Sound/Secure
- Best Practices
- Fulfilling and rewarding employment
- Continuous Improvement
- Community Involvement
- Excellence
- Fun and Engaging culture
So…
- Determine and name your core values
- Develop your mission statement (Why you exist)
- Determine your vision statement (What you want to be)
- Set your goals and objectives
- Utilize measurements for goals and objectives
- Enjoy the fruits of your labor
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Posted by Inneractive Consulting Insights on January 17, 2011 at 1:44 am under Strategy.
Tags: best practices, core values, goals and objectives, Judy W Bell, mission statements, Strategic Planning
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Got a question about how to establish a Strategic Profile for your organization. While the exact process takes some time and practice, I thought I could share the key 15 questions executives need to ask regarding their organization. The answers to these questions will begin the process of creating a strategic profile for your organization.
So here are the 15 Question for looking at your current Strategic Profile… Continue reading ‘15 Questions for Strategic Profile creation’ »
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Posted by Voss Graham on October 29, 2009 at 5:54 am under Organizational Development, Strategy.
Tags: 15 Questions for Strategic Profile Creation, Strategic Thinking, Voss Graham
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Most executives and CEO want to win the strategic game in the marketplace. Yet, time after time, they get distracted due to opportunities ( this is very true with entrepreneur driven company executives) or the large corporation executive team is unfocused due to the temptation to keep everyone happy rather than enforce strict discipline on somewhat complex issues.
The somewhat complex issues I’m referring to is the matching of dominant competencies that match with the strategic drivers of the organization. These competencies are also known as areas of excellence. They are the keys to keeping the strategy healthy and on track for success. Continue reading ‘Match Dominant Competencies to Your Strategy to Win’ »
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Posted by Voss Graham on October 29, 2009 at 5:53 am under Strategy.
Tags: areas of excellence, Matching Dominant Competencies with Strategy, Technology Driven companies, Voss Graham, Winning Strategy
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I got an interesting question from a client last week as I was writing about Strategic Planning or I prefer to call it – Strategic Thinking. An executive asked me “What is Strategic Thinking?” At first I thought this was a trick question with a hidden agenda, yet after a couple of questions, I realized it was a genuine question from a person who I assumed should know the answer ( errant assumptions are still the root cause of all poor decisions.).
Most executive teams will openly discuss growth and market share, yet, seldom do they really get down to the specifics of what is the best route to take the organization into the future. There is some discussion about the organizational structure of the company and who reports to whom. Yet, is that really strategic thinking? Yet, I find that most executives are following the path created by market momentum, which is directly related to the health of the economy. Therefore, this is more status quo than Strategic Thinking.
Okay, so here is the answer to the question – What is Strategic Thinking? … Continue reading ‘What is Strategic Thinking?’ »
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Posted by Voss Graham on October 28, 2009 at 12:20 am under Strategy.
Tags: Definition of Strategic Thinking, Processes, Strategic Thinking, the Difference Maker, Voss Graham
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As promised, I will share the list of ten strategic drivers you can choose from in setting the future for your organization. The important part of this message is to understand you make a single choice between ten strategic drivers. Remember you can only have one strategic driver for the organization, the only exception is possible when you have multiple business units requiring different strategic drivers.
Today I will introduce you to the ten strategic drivers and share a brief explanation of their meaning. Next week I plan to go into more detail particularly identifying the key strategy to incorporate with each strategic driver. The discipline part comes into play with the identification of Areas of Excellence that must be mastered by the organization or the market leader goal will be missed.
So what are the ten strategic drivers? Here they are… Continue reading ‘You Choose the Strategic Driver for Your Organization’ »
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Posted by Voss Graham on October 23, 2009 at 5:01 am under Strategy.
Tags: creating your future, List of 10 Strategic Drivers, Major Driving force, Strategic Drivers of the organization, Strategic Planning, Technology Driver Companies, Voss Graham
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