Crosswires Blog

How do you reward, highlight and recognise the behaviours that have the best chance of delivering ongoing innovation and growth for your business?

Which approach does your business take to ‘strategic planning’ and, if you’re a planning-led business, how much more could you achieve if you shifted towards a strategy-led approach?

Which of these five actions does your business take and which are areas for improvement and focus?

Knowing that you’re not going to be immediately sent to the wolves after making a mistake, builds trust and creates stronger, more productive team relationships.

The question you need to answer “Yes!” to for any launch is not, “Is this 100%-ready and perfect?” as it never will be; it is “Is this good-to-go?”

What level of strategic change should your company be considering this autumn?

It’s good to learn from your competitors and from other markets, but a successful strategy eschews groaking.

What steps is your business taking to bring together experts from across the organisation to develop a stream of new, exciting and compelling ideas for growth and superior performance?

Whether you’re lying by a pool, camping in a tent or simply having a few days at home, ask yourself these questions to accelerate growth?

What’s your experience with AI? And what skills do you believe you need to develop to succeed and thrive in the age of AI?

The employment experience for our graduates needs to be better focused on the needs of these talented young people and, in many ways, simply more human

How do you ensure that you are spending 1%, 5% or even 10% of your time surrendering control and engaging in the flow of creativity?

Instead of pursuing a single big advantage, where can you gain a range of smaller, but meaningful advantages to outperform your competitors, attract more customers, accelerate growth and drive profits?

Where are the pockets of inertia in your organisation? And what steps are you taking to kill the inertia before the inertia kills you?

Which of these five lessons could help you better move from strategy to action and from action to results?

Which of these steps do you take to make sure that your strategy doesn’t get lost in translation?

What do you do to recognise, celebrate and publicly thank and appreciate the people in your team, your department and your organisation?

What is the managerial equivalent of John Adams’s steering wheel spike?

Who are the market leaders and what signs of inertia, defensiveness and arrogance are they displaying that could give you an opportunity to attract their customers and drive new growth?

Where are you making decisions based on what you’d like to be true, rather than what the results are telling you?