Perhaps one of the most important areas of your organization to rethink is your organizational structure. It often sounds radical to some and boring to others, but the reality is that what works well in one stage of business will almost never work well in its next and yet, most organizations leave the same structure in place for years and often pay a dear price.
Judging by the amount of attention paid to strategic planning throughout the business press and business schools, it’s easy to conclude that the one necessary ingredient to an organizational success is a well-crafted strategic plan. Yet, over many years of consulting I’ve come to realize that little could be further from the truth.
When you are a senior leader — someone who has both people working with you and reporting to you in a medium to large organization — it’s unlikely that you will have close personal relationships with everyone. This dynamically changes what you need to be able to do.
For many, a strategy is developed through trial and error with the goal of significantly improving the top and/or bottom lines. These are worthwhile goals but in this era of nearly ubiquitous products and services, it's wise to engage with clients first before making any changes to your strategy. What follows are three case studies concerning client engagements MarketCues conducted that show how to link customer insights to strategy to win big.
MarketCues has coached and consulted with many organizations and when they found out what their true inhibitors to their growth were many could not bring themselves to take all of the bold steps required to grow out of their challenges.
Senior executives often tell us they have a strategy in place, and executives generally believe the issue is increasingly important to their organization's success. But as their strategic programs become challenged in the marketplace by multiple competitive sources, many of whom are using innovation to drive their brand awareness and become better known, challenges to continue to retain key clients become increasingly more difficult.
If you have been running a company for some time you know there are specific challenges that can derail even the strongest business.
When you think about what makes a smart strategy, the first thing that pops into most people’s minds are its elements or dimensions.
If you are responsible for the leadership of your organization, you know how imperative your team is to its success.
When an organization is in its startup mode, the “Tyranny of the Urgent” is fairly understandable.
Our research shows there is often no single unifying leadership methodology and approach being used throughout the organization.
Deciding what type of change your organization needs today is one of the most important decisions any leader can make. Great leaders who can determine the current and future needs of staff and those it serves have already achieved a decided advantage to those who can't figure out how to best lead.
King Solomon was born in 990 B.C. in Jerusalem, Israel and died in 931 B.C. During his time on Earth, he was the King of Israel, incredibly wealthy and perhaps the wisest man to ever live. Of course, not everyone is destined to be a king or president or hold high office, but all leaders do need to lead with distinction and wisdom.
There are two things that every leader has to learn how to do to remain successful.
One of the worst ways to name your company or product is to use an acronym.