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Make a list of the key projects launched by your own company over the past 12 months? How many of them are hitting their targets and are motoring ahead?
What is the purpose of your company? And, if you don’t have one, how could you benefit the lives of your customers, your people, your investors and the wider world if you did?
What new behaviours are you trying to develop? And what support do you have to turn them into new habits that require structure and support?
What are the improvements you’d like to make to your skills, behaviours and performance? And what could you realistically achieve in the next three months?
Where are you and your team ‘showing up’ each week and where can you spot an absence of regular effort that is preventing you from achieving your goals?
Which of these 13 behaviours do you consistently demonstrate? And which do you need to develop if you are to become a highly strategic leader?
How well do you understand the differences in excellence across your organization? And how successful are you at embedding the best practices that already exist?
Innovation has never been more important to companies as it is now. The recession is creating new needs and new forms of value are needed to fulfil them.
What are the big strategic choices that your business faces? By making a clear choice around one strategic direction what benefits will a set of clear, focused actions bring?
Which of these golden rules for strategy development could help your organisation develop a better strategy?
Are you struggling to find time to develop new ideas? Clarify the scope and purpose of your thinking and you’ll find that the ‘thinking time’ will remain in your diary
Where are you slowing your business down when you would be better off making a decision, implementing it and driving your business forward?
What efforts are you making to improving your company’s ability to adapt to changes in your markets? And what ‘transitions’ can exploit?
Business executives often fail to spot big opportunities because they’re so focused on other things. As a result, their business can go into decline.
What results could your business deliver if you were able to clearly and unequivocally answer the same two questions?
Are you looking at your market in the same conventional way as your rivals, or are you taking the nuthatch approach and adopting a different perspective?
Are you expecting instant success from your actions and initiatives, or are you building from the ground up, so that any success you create is sustainable?
What markets is your business really in? Answer these questions to find out if you are likely to have a different view of your market
Having worked on dozens of formal business proposals over the years, here are seven steps that can help turn indifference into raging support
What are the warning signs in your markets? And how well set up are you to spot these signs and adapt your strategy and business model?
Morgan Cross Consulting Ltd
PO Box 9210
Newark, NG24 9EG