by Dana Baldwin | Jul 1, 2026 | Strategic Planning
By M. Dana Baldwin, Senior Consultant Good friends of mine were the fourth and fifth generation of their family in a very successful business. I interviewed one of the fourth generation some years ago about how they went about doing succession planning for their...
by Denise Harrison | Jul 1, 2026 | Strategic Planning
by Denise Harrison, Executive Vice President & COO Communicating strategy and gaining buy-in enables an organization to truly execute the strategic plan. As President of a financial services firm, I communicated regularly but was stymied by the lack of...
by Dana Baldwin | Jul 1, 2026 | Strategic Planning
by M. Dana Baldwin, Senior Consultant Many companies have a stable, often diversified, list of B2B customers who repeatedly do business with them. Their strategies are focused on satisfying the needs and preferences of those core companies. They often take...
by Robert Bradford | Jul 1, 2026 | Strategic Planning
By Robert W. Bradford Estimates are, simply put, numerical assumptions. In strategic planning, we must deal with a variety of estimates. Some of these estimates are partially under our control (such as our sales number for the coming year) and some of them are...
by Dana Baldwin | Jul 1, 2026 | Strategic Planning
By M. Dana Baldwin, Senior Consultant Experts estimate that American industry could improve its bottom line results by about $350 billion per year by getting everyone to truly buy in to the mission and culture of their companies. While the absolute number could be...
by Denise Harrison | Jul 1, 2026 | Strategic Planning
By Denise Harrison, Executive Vice President & COO Too often we are so myopically focused on the product or service we are trying to sell, that we don’t listen to what our customer is saying. The product or service may be great – but something around the buying...
