by Denise Harrison | Nov 7, 2014 | Strategic Planning
By Denise Harrison, Senior Consultant Sony exemplifies how a company must continually refocus its resources in order to optimize its future potential. An earlier article: Know When to Hold ‘em and When to Fold ‘em – Knowing when to get out of a core business is key to...
by Robert Bradford | Oct 24, 2014 | Strategic Planning
By Robert W. Bradford, President and CEO This article was previously published in Compass Points in July 2008 Simplified Strategic Planning was originally designed to be a process used at the business unit level. While it is an excellent approach for optimizing the...
by Denise Harrison | Oct 10, 2014 | Strategic Planning
By Denise A. Harrison, Senior Consultant Previously published in Compass Points July 2006 Many readers are confronted with 800 pound gorillas in their market place – how should they compete? Should they follow the leader or devise a strategy that capitalizes on...
by Tom Ambler | Sep 26, 2014 | Strategic Planning, Strategy Implementation
By Thomas E. Ambler, Senior Consultant Reprinted from Compass Points January 2008 Balancing internal and external forces that fight one another and create tension is at the very heart of strategic management. One of the most familiar and least pleasurable duties of a...
by Denise Harrison | Sep 22, 2014 | Strategic Planning
By Denise Harrison, Senior Consultant GE is spinning off its Major Appliance division, highlighting the importance of making choices in strategic planning. In this case, Jeff Immelt, GE’s CEO, is making the choice to focus on the higher margin energy, power,...
by Dana Baldwin | Sep 8, 2014 | Strategic Planning
M Dana Baldwin, Senior Consultant How many people does it take to develop a good, actionable strategy for your company? The most straightforward answer is: it depends. It depends on how big and how complex your organization is. It depends on how entrenched people...
