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Robert Bradford
Starting as a software consultant in 1981, Robert worked at the forefront of information systems for six years before joining the Center for Simplified Strategic Planning. His past clients include a top supplier of management training services as well as two of the world’s largest banks. One of Robert’s earliest projects was a successful strategic management software product which continues to sell today. Subsequently, he headed up the operations planning department at a giant Japanese bank where he spearheaded the computerization of North American operations. Later, he moved to a major US money center bank where his innovations dramatically improved the bank’s interest rate swap portfolio management techniques.
At the Center for Simplified Strategic Planning , Robert has successfully assisted many clients ranging from insurance companies to auto parts manufacturers and environmental services firms. Robert is the President of the Center for Simplified Strategic Planning and co-author of the Simplified Strategic Planning Manual. Most recently, Robert has co-authored, Simplified Strategic Planning -- A No-Nonsense Guide for Busy People Who Want Results Fast!, in bookstores now. A Graduate of Princeton University, with a A.B in Military History, Robert holds an MBA degree from the Amos Tuck School of Business Administration and has completed Post-graduate work at the London Business School.
Articles
Ways to Estimate Value When You Just Don't Know How to PriceWays to Estimate Value When You Just Don’t Know How to Price
Gaining Strategic Alignment Between Business Units
Gaining Strategic Alignment Between Business Units
Evaluating Acquisition Targets Part 2
Evaluating Acquisition Targets - Part 2
Evaluating Acquisition Targets - Part 1
Strategic Planning - Building Better Value Signals
Strategic Planning - Building Better Value Signals
Strategic Planning - Avoid Being Late to the Party
Lessons from the Last Recession
Strategic Planning - Malthusian Catastrophe and Success in a Recession
Strategic Planning - Stealing from Customers, Part 2
Competing with the Herd
Things that worked in the last recession (part one)
Strategic Planning Blunder - Stealing from Customers
Screening Acquisition Targets - Part II
Screening Acquisition Targets--Part II
Screening Acquisition Targets
Screening Acquisition Targets
Strategic Evaluation of Acquisition Targets
How can I use Simplified Strategic Planning at the Corporate Level?
Fixing Your Balanced Scorecard
SWOT analysis Revisited
Strategic Planning Lessons from Going Green
Reflect on Success and Failure for Better Strategic Planning
Time is Money--So get More Money by using Less Time!
Execution and Executability
Disney Mobile - Is This Strategic Focus?
8 Tips for Better Strategic Planning in the Smaller Company
Implementation Advantage
Why US Automaking Is Here To Stay
Understanding the Competitive Value of your Brand
Understanding Your Value-creation Advantage
Outsourcing: Menace or Gold Mine?
Communicating Your Strategic Plan With Employees
Whither the Economy in 2004?
The Economy Starts to Work Harder
Communicating Your Strategic Plan with Employees
The Interrupted Recovery, Redux
The Interrupted Recovery
The Easy way to Innovate is - the Hard way!
Aligning Departments with your Strategy
What Does Your Company Mean?
Building Support for the Strategic Plan: Aligning Employees with Strategy
Attracting and Retaining the Best Employees
Support Strategy with Commitments
Dealing with Powerful Customers
Economic Commentary
Economic Commentary
Robert W. Bradford
2219 Packard - Suite 13
Ann Arbor, MI 48104
Phone: 734-665-2971
E-mail: rbradford@cssp.com
© Copyright, Center for Simplified Strategic Planing, Inc., Ann Arbor, Michigan, 1999-2010