Robert actively leads strategic planning worldwide in dozens of companies (of all sizes) in a wide variety of industries with amazing results. Since 2001, Robert’s corporate clients have increased their NET PROFITS by over $50 BILLION. His real-world management experience and ivy-league MBA enable Robert to bring real nuts-and-bolts strategic thinking into everything he does. A master trainer, Robert has spent the last thirty years converting management theory into real-life applications. Most clients engage Robert Bradford again and again to learn from his ever-growing experience in strategy that works today.
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. He also authored the best-selling, Simplified Strategic Planning — A No-Nonsense Guide for Busy People Who Want Results Fast!, and three other books. 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.
Contact Robert to arrange a discussion about how he could help you get superior results for your company through superior competitive strategy and strategy implementation.
96 Stowe St.
Articles by Robert
A Clear Focused Vision and Strategic Thinking
Accounting and Strategic Objectives
Aligning Departments with Strategy - Part Three
Aligning Departments with Strategy - Part Two
Aligning Employees with Strategy: Building Support for the Strategic Plan - Fifth Step
Aligning Employees with Strategy: Building Support for the Strategic Plan - First and Second Steps
Aligning Employees with Strategy: Building Support for the Strategic Plan - Third and Fourth Steps
Are Your Objectives Really Strategic?
Are your Objectives Really Worth Pursuing? Or are they just "Lead Bricks?"
Automate your strategy if you want to lose
Back to Basics in Strategic Planning
Be the Threat
Beating Competitors with the Winner's Profile
Building Customer Preference
Building Support for the Strategic Plan: Aligning Employees with Strategy - Introduction
Can a Strategic Plan be TOO Simple?
Can You Do Good Strategic Planning in One Day?
Can You Turn Your Threats into Opportunities? By Looking at the Glass Half Full You May Find Significant Growth While your Competition Is Spending Time Mitigating the Threat
Changing Threats to Opportunities
Chaos and Strategy
Communicating Your Strategic Plan With Employees - Part Two
Communicating Your Strategic Plan With Employees-Part One
Customers' Dimensions of Value
Do you think competitive business strategy doesn’t apply to your non-profit? Think again.
Does focus on weaknesses help?
Drowning in Strategic Initiatives? Here is a powerful tool for screening them out.
Evaluating Acquisition Targets - Part 1
Evaluating Acquisition Targets - Part 2
Five Ways to Think More Strategically Every Day
Fixing Your Balanced Scorecard - Part 1
Fixing Your Balanced Scorecard – Part 2
Fixing Your Balanced Scorecard – Part 3
Flavors of Profit
Gaining Strategic Alignment Between Business Units
Getting Everything Done
Getting Your Team On Board with Your Strategy
Here are the Reasons to Write Your Mission Statement Later
How can I use Simplified Strategic Planning at the Corporate Level?
How Generic Strategies Kill Your Profit
How Many Market Segments Should You Have to be Successful?
How to Avoid Competitive Pricing with Better Market Segmentation
How to Avoid the Most Common Challenges of Strategic Planning
How to Develop SMART Objectives and Implementation Programs
How to Differentiate Your Business Successfully
How to Improve Your Strategy Implementation and Implement-ability
How to Profit when Your Competitors Consolidate
How to Successfully Deal with Uncertainty
How to Think Strategically Beyond Profits
Implementation Advantage - Part 1
Implementation Advantage - Part 2
Implementation Advantage - Part 3
Implementation Advantage - Part 4
Implementation Advantage - Part 5
Innovation and Strategy
Integrating Your Big Initiatives With Strategic Planning
Is it a good objective, or are you seeking "world peace"?
Is Strategy About Perfection?
Know What is Going to Kill or Transform Your Industry - Part II
Know What is Going to Kill or Transform Your Industry – Part I
Lead your Industry in the BIG Things
Make Strategic Planning Happen
Objectives that get done – how to get better results
Part One: Better Strategic Planning in the Smaller Company
Part Three: Better Strategic Planning in the Smaller Company
Part Two: Better Strategic Planning in the Smaller Company
Planning in Uncertain Times
Planning with estimates
Rapidly Changing Competition - How To Deal with It
Ready, Aim, Fire?
Reflect on Success and Failure for Better Strategic Planning
Screening Acquisition Targets
Screening Acquisition Targets - Part II
Simplifying Your Business
Sit still or move forward?
Strategic Alignment - Part One
Strategic Evaluation of Acquisition Targets - Part One
Strategic Evaluation of Acquisition Targets - Part Two
Strategic Planning - Avoid Being Late to the Party
Strategic Planning - Malthusian Catastrophe and Success in a Recession
Strategic Planning - Stealing from Customers, Part 2
Strategic Planning – Building Better Value Signals
Strategic Planning Blunder - Stealing from Customers
Strategic Planning Horizon: How far out should you plan?
Strategic Planning in Uncertain Times
Strategic Planning Lessons from Going Green
Strategic Thinking - Understanding Limits - Are You Limiting your Company or are They really Constraints?
Strategy Execution Problem?
SWOT Analysis revisited
Systems Thinking in Strategic Planning
Teamwork: Smart People and Buy-in
The “Business Model Canvas” – is the New Approach really Better?
The 1 Thing Missing From Your Strategic Plan
The Easy way to Innovate is — the Hard way! - Part One
The Easy way to Innovate is — the Hard way! Part Two
The Easy Way to Innovate is the Hard Way - Part Four
The Easy way to Innovate is the Hard way! - Part Three
The Fear of Being Different
The Five Pillars of Strategic Planning
The Game Changing Innovation
The High Margin Strategy
The Value of Know-How
The Volume Trap
Things that worked in the last recession (part one)
This is How to Develop an Innovative Strategy
This is How to Develop Strategic Awareness
This is How to Tell if You're Ready for Strategic Planning
This Is How You Can Make Good Strategic Planning Objectives
This is What You Do When You Don’t Have Time for Strategic Planning
This is Why Stable Strategic Planning Powers Your Success
This is Why You Should Develop Adaptive Strategies
This is Why You Should Never Start With a Mission Statement
Time is Money--So get More Money by using Less Time!
Types of Profitable Differentiation Value
Understanding the Competitive Value of Brand - Part 1
Understanding the Competitive Value of Your Brand - Part Four
Understanding the Competitive Value of Your Brand - Part Three
Understanding the Competitive Value of Your Brand - Part Two
Watching Trends: Ebbs and Flows
Ways to Estimate Value When You Just Don’t Know How to Price
We Never Have Time for Strategic Planning!
What are the best strategic opportunities?
What does good differentiation look like?
What is Strategic Thinking?
What Level is your Strategic Thinking?
What Makes a Good Action Plan?
What's the Right Number of Market Segments?
Which threats are truly strategic – and which threats contain the best opportunities?
Whole Brain Thinking Is One of the Critical Strategic Thinking Skills
Why is Strategic Competency so Scary?
Why Most Strategic Plans Don't Work
Why People Think Culture is More Important Than Strategy – and Why People Who Believe That Are Doomed To Fail
Why Strategic Planning?
Why Strategic Plans Do Fail
Why Strategic Plans Fail and Techniques to Keep Yours Alive
Why Stretch Goals Make Bad Strategic Objectives
Why We Aren’t Bold
Why You Need to be Different
Why Your Strategy Needs To Change
You May Have One or More of These Problems with Strategic Opportunities