Thomas E. Ambler, Senior Consultant Note: This post is a part of a series taken from Tom Ambler’s article Strategic Issues: The Pivotal Process for Strategic Success previously published in Compass Points in July 1999. In this part we will introduce the series and discuss What is a Strategic Issue? REALIZE YOUR POTENTIAL! Is that what you want […]
Continue readingBy Robert W. Bradford, President and CEO Is it difficult to get your team on board with the planning process and the strategies developed? 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 […]
Continue readingBy Dana Baldwin, Senior Consultant Note: This post is a part of a series taken from Dana Baldwin’s article When Strategies Go Bad previously published in Compass Points in April 2004. In Part 1, we introduced the series and discussed what happened with IBM. In Part 2, we discussed what happened to Global Crossing. In Part 3, we discussed […]
Continue readingBy Dana Baldwin, Senior Consultant Note: This post is a part of a series taken from Dana Baldwin’s article When Strategies Go Bad previously published in Compass Points in April 2004. In Part 1, we introduced the series and discussed what happened with IBM. In Part 2, we discussed what happened to Global Crossing. In Part 3, we discussed […]
Continue readingBy 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 […]
Continue readingBy Dana Baldwin, Senior Consultant Note: This post is a part of a series taken from Dana Baldwin’s article When Strategies Go Bad previously published in Compass Points in April 2004. In Part 1, we introduced the series and discussed what happened with IBM. In Part 2, we discussed what happened to Global Crossing. In this […]
Continue readingM Dana Baldwin, Senior Consultant 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. As the economic situation gradually improved in the US, it became obvious […]
Continue readingBy Dana Baldwin, Senior Consultant Note: This post is a part of a series taken from Dana Baldwin’s article When Strategies Go Bad previously published in Compass Points in April 2004. In Part 1, we introduced the series and discussed what happened with IBM. In this part, we will discuss what happened to Global Crossing. An […]
Continue readingMarket 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, however, your market segmentation can enable even more unique product offerings, operational strategies and more. Unfortunately, the vast majority of companies who use market segmentation, tend to […]
Continue readingBy Dana Baldwin, Senior Consultant Note: This post is a part of a series taken from Dana Baldwin’s article When Strategies Go Bad previously published in Compass Points in April 2004. In this part we will introduce the series and discuss what happened with IBM. How many times have you read an article in the newspaper […]
Continue readingBy 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? Executives want a consistent process that: Looks systematically at external factors that influence the organization Evaluates internal strengths, weaknesses and competitive […]
Continue readingDenise Harrison Note: This article was previously published in Compass Points in October 2001. In 1996 Apple lost $816 million, but in 1997 they launched an initiative that was to transform how people bought, sold and listened to music. There was no clear path for how this would happen, no easy technology solutions – just a […]
Continue reading