August 8, 2017
Denise Harrison Does your company send a strong message about the importance of safety and that employees are important to the company? Does it come from the top? Do your employees have the education, equipment and technology to function safely? The good news is that when safety becomes part of the culture, employees feel valued and become more focused on overall operational excellence. For more tips on how to attain operational excellence and safety at the same time, please continue reading our blog.

Sincerely,

Dana Baldwin

Setting the Tone from the Top: Safety and Operational Excellence

By Denise Harrison

Denise Harrison "How do you balance worker safety and overall production goals?", asked an audience member at the CEG SMART Manufacturing Conference. Dennis A. Muilenburg, Boeing CEO, answered without hesitation, "We work safely before we think about production."

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Questions & Answers

We want to plan, but can't we do it next year?

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How can we be confident that our planning will be successful?

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This column is intended to answer common questions related to strategic planning and strategy in general. In each issue we will answer questions posed by seminar attendees, our clients and our readers. Please send your questions to - simplifiedstrategicplanning@cssp.com Mail: CSSP, Inc. PO Box 8272, Ann Arbor, MI 48108

Article Archives

Did you miss these recent articles?

Strategic plan not complete? Why not? Here are some frequent sources of roadblocks

By M Dana Baldwin

While many strategic planning efforts succeed in developing good, workable strategic plans, why is it that some never complete their work and never get off the ground? What are the factors that lead to teams discontinuing their planning before reaching their goal of setting the course and direction for their organization?

Getting Your Team On Board with Your Strategy

By Robert W. Bradford

Is it difficult to get your team onboard? When I started doing strategic planning, decades ago, I found myself frustrated at how long it took most teams to struggle through the capabilities assessment (Page 3.1 in the Simplified Strategic Planning Manual). Over the years, we've made great progress in speeding up that part of the process, simplifying it to cover the most critical strategic strengths and weaknesses. We've also reduced the time wasted on less-critical capabilities and capabilities where there is little disagreement among team members. This still leaves us with a - sometimes lengthy - discussion over a handful of crucial strategic capabilities.

Sony: Results are in - Sony's Strategy Results in Record Profit

By Denise Harrison

In 2014, Kazuo Hirai, Sony CEO, sought to rekindle the firm's creativity. In the 20th century Sony had a market leadership position in several segments of the consumer electronics industry. For example, its Sony Walkman® exemplified Sony's ability to harness its technical expertise, providing consumers with easy-to-use electronic devices. But by 2014, Sony was struggling. As time had marched on, Sony's core businesses went from profitable to commoditized products. Sony had not kept up and, instead of focusing on innovation, it focused on low cost product.

Could You Lose Your Way in the Marketplace?

By M. Dana Baldwin

In 2012, a new CEO took the reins at McDonalds. During his three years of leadership, McDonalds lost market share and profitability. Why did this happen? There are numerous reasons, and we will hit some of them here.

Does Your Market Segmentation Lead to Lower Prices?

By Robert W. Bradford

Market segmentation is a powerful tool. This isn't just true for the marketing department, though segmentation can enable super efficient, targeted advertising and product placements. In strategic planning, your market segmentation can enable even more unique - and therefore profitable - product offerings, operational strategies and more.

Over 70% of Executives Surveyed Agree: Strategic Planning Efforts Lack a Systematic Approach

By Denise Harrison

Many senior executives struggle to define a consistent approach to strategic planning. How does it all fit together? What information is necessary? How do we prevent the process from becoming analysis/paralysis?

Communication: A Key Element of Building Trust

By M. Dana Baldwin

Trust is a key element in business relationships. Without trust, it can be much more difficult to get your people to engage effectively in your business. It can be harder to get your message across to everyone in the business. And it will most likely impede progress toward building the culture you want and obtaining the results you are aiming for in your strategic planning implementation.

Getting Everything Done

By Robert W. Bradford

One of the sticky problems most people face in strategic planning is execution. Over 80% of executives we survey in our seminars cite strategy implementation as their biggest issue with strategic planning. Meeting strategic objectives is difficult enough that many companies bypass this part of the strategy process and focus most of their effort on key performance metrics. While performance metrics - such as Balanced Scorecard - can play a useful role in implementing strategy, they tend to fall short in the areas of true strategic change and innovation.

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Strategic Thinking

Success in today's business environment requires that a company's leaders have the ability to create a vision of the organization's future direction as well as the course it needs to get there.

While various business improvement techniques such as Total Quality Management and Re-engineering are often extremely beneficial to the ongoing progress of a business, correct Strategic Focus remains the single most important element in a company's success.

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