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If you want your organisation to be more innovative, you must be prepared to invest in the necessary structures, disciplines and deadlines
While big strategy meetings can generate huge excitement and optimism, the urgent demands of day-to-day issues can quickly weaken those feelings
As a manager, you need to balance your time between decisions about the past and decisions about the future.
There are many barriers to innovation success and managers must work on their organisation’s entire ‘innovation system’
Back in 2012, I wrote this Business Rocks post when HS2, the high-speed rail link between London and the North of England, was first proposed: A new £16 billion high-speed rail link between London and Birmingham (HS2) has been proposed by the government. The...
Having a clear strategy is paramount to the success of any business. However, strategy and execution are intrinsically linked
How useful could the ‘Scale of Agreement’ tool be in improving the decision-making speed and effectiveness of your team?
A lack of alignment can bring your organisation to a standstill. As a leader of your organisation, your role is to resolve the critical differences
How could your business improve its follow-through, so that you can drive your strategy straight down the middle?
How cognitively diverse are the teams that run your most important growth initiatives? And what improvements could you achieve?
Go through each of these eight factors with your leadership team and score your own organisation on a scale of 0-10
Where do you need to accelerate innovation in your organisation? And what constraints could you use as creative challenges?
When it comes to finding examples of exciting, high-growth businesses, few of us would instantly consider a pasty and sausage roll business
If you’re a leader of a team and want to coach and develop your people, you must be able to talk-the-walk, not just walk-the-walk.
It’s a fine balance between securing current performance and driving new, future growth. The period after an organisation’s initial success is often its most parlous.
This week I celebrated 15 years as an independent consultant, helping companies to develop better strategies and to accelerate growth.
What negative behaviours has your organisation learned to ‘live with’ when you should be adopting a zero-tolerance approach?
What date-stamps do need to attach to your goals to drive action and accelerate delivery? A goal without a date attached is just a wish
What initiatives is your business pursuing to excite your existing customers and demonstrate the very best of your brand and values?
What are your personal goals? How are you integrating them into your plans and activities to deliver your business objectives?
Morgan Cross Consulting Ltd
PO Box 9210
Newark, NG24 9EG