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How do you assess new customer service technologies? And how do you ensure that the investment will deliver a material benefit to the lives of your customers?
What do your customers say about the experience of buying and using your products and services? And how likely are they to tell others how great you are?
Taking the time to understand the objectives behind their objectives may help you to build a better, more productive organisation.
Strategy is more than getting stuff done. It also includes developing your assets and your capabilities in line with your strategic aims.
How often do you share your company’s strategy and how effectively do you link it to the myriad of decisions your teams need to make every day?
As a leader, it can be tempting to seek out the individual responsible for an error, but it if the system doesn’t improve, your results won’t either.
What are the top 5 personal needs that you’re looking to meet from your work? And, what are the top 5 needs of each member of your team?
Where are you focused on managing and improving ‘shims’ when you could be developing a better, more productive solution?
The key to business success is not to pursue a fruitless search for ‘quick wins’, but to doggedly pursue the ‘big, difficult wins’ that really matter.
Many management meetings, even strategy meetings, are like playlists – it’s the same tunes that are played and listened to each time.
Here are five questions to help you make sure that your strategy away day is a success and not merely an empty talking shop
How does your organisation ensure that genuine customer insight, not management intuition, guides the delivery of your strategy and proposition?
Where do you need to develop better alternatives for a big decision you’re working on? How well do your big investment decisions apply these four principles?
Learning from experience is a good thing, but allowing your past experiences to prevent you making the right decisions now is dysfunctional.
Careers are rarely linear. They involve ups and downs, many of which are beyond our control – they can rise and fall.
Targets and objectives are important. But goals are important too, giving everyone in the organisation a sense of mission.
What’s the right balance between focusing on ‘greatest hits’ and current performance vs. ‘new music’ and future growth for your organisation?
Many companies struggle to shift their offer and organisation to new market realities. As I’ve put it before, nothing fails like success.
As a leader of your business, it can be tempting to share your purpose, strategy and key objectives with your organisation in a handful of set-piece events
As a leader of your organisation, you will be an expert in resolving issues. As a result, it’s tempting to get involved in problems that don’t really need your input.
What new growth opportunities could you discover for your business by simply taking a step back to review and refresh your strategy?
Morgan Cross Consulting Ltd
PO Box 9210
Newark, NG24 9EG