Too often, organizational leaders become consumed with their competitors; what they are doing, how and for whom. This can frame the decisions they make and the strategy they employ to try to gain a “competitive advantage.” The paradox of this approach is that the best way to gain this advantage is not by doing the same things only better, but by doing new things in new and different ways.
Speaking with a new client recently, he offered this observation about his decision to embark (for the first time) on structured strategic planning. He told me he realized that he spent more time planning his family’s vacation than he did planning for his business.
One of the most compelling aspects of lean manufacturing is to eliminate wasted time, effort, and of course, money. In many organizations, the number of internal activities having little or no impact on the customer (which is the primary reason businesses exist in the first place) is staggering. Why all this non-value stuff and what to do about it?
I recently saw an interview with the owner of a franchise printing company in the Midwest. When she bought the business, sales had stalled, growth was limited. Clearly, the enterprise needed a new direction.
The nature of the printing industry continues to be redefined and at an accelerated pace. Changing customer demand and advances in digital communication options bring major challenges to businesses looking to adapt, anticipate and respond. These shifts indicate a change in strategic focus.
Two essential elements of a sound plan are assumptions (predictions about issues that are likely to impact our business) and contingencies (what we plan to do if unforeseen disruptions require a change of direction). The benefit of creating and documenting planning...