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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?
The next time you plan a strategy retreat ask yourself which of these five failures are likely to be an issue, and plan your session accordingly.
This week's focus: When you have leaking pipes in your home, there are a couple of things you can do about it. First, you could call out a plumber to fix the leak, or, second, you could simply place a bucket under the leak, collect the water and empty it every so...
The 100-Year Life will challenge you to think through how you will get the most out of your extended time on earth.
Where are you under pressure to deliver quick wins when you know that the success of your project really requires a concerted and coherent focus on the hard wins?
Have a look at your in-tray and your diary: where are you acting as an accelerator and where are you acting as a brake
Which of these drivers are present in your sales growth plans? And how much further and faster could you go if you rigorously pursued all of these nine drivers?
How are you ensuring that your own beliefs and preconceptions aren’t blinding you to the reality of the management information that you review?
What are the ways in which you can increase your chances of effective cost reduction? Here are 12 lessons from my own experience
A report in the latest Sloan Management Review suggests that less than 10% of global executives believe that their organization has leaders with the skills needed to thrive in the digital economy.
Morgan Cross Consulting Ltd
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Newark, NG24 9EG