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What are the personal objectives that you wish to deliver through your working life? And what lasting impact could the delivery of those objectives achieve?
Leaders face a common set of tasks – the job description of leadership. As a leader of your team, or organisation, how do you rate on these critical 11 tasks?
One of the things the current pandemic has surely taught us is that we cannot predict the future or assume tomorrow’s events. The future is still to be written
The post-pandemic recession is going to be extremely challenging for most businesses. As a result, you may be tempted to sit tight. That would be a mistake.
How could you use scenario planning to help you and your team find a way to not only survive the crisis but to thrive in the years that follow?
What ‘moonshots’ could your organisation deliver this year? What are the feasible, if difficult, initiatives under your control?
What steps are you planning to take this year and next to balance your cost management disciplines with investment in your brands and people?
If you want to get ahead of the next stage of the coronavirus crisis, you should start to think about your post-pandemic future now.
In this post, I will share how you can develop a coherent and winning business strategy through the uncertainty and turbulence of the next few months and, most likely, years.
As the health crisis, the first wave of it, at least starts to recede, a second crisis will grow in importance. This is the COVID-19 economic crisis
My second MixTape is all about helping you make big decisions. It’s 40-minutes long and I think it would be great to listen to on your commute to work
How well does your organisation learn and apply the lessons from previous failures? And how do you ensure that your learning processes focus on cause and improvement, rather than blame?
High-level strategy is as useful to most workers in an organisation as a high-flying airliner is to people in a bus queue. Unless you can bring your strategy down-to-earth it will have no discernible effect on your organisation’s performance
The objective of the Day 5 of The 6-Day Strategy is to determine your agenda for action. In this session, you will agree and define your top 3-6 strategic objectives
Over the past month, companies have been working round the clock to respond to the challenges of the coronavirus crisis. however, they will also need to consider their future strategy.
Some new strategies demand major organisational change. Other strategies require more incremental change. One thing’s for sure: any new strategy will demand changes to your organisation.
Day 3 is critical to the overall success of The 6-Day Strategy, but by following these three steps you can create clarity and a sense of purpose about how your business can win in the future.
While I always add some song lyrics to my weekly Business Rocks newsletter, I haven’t, to date, shared a full set of songs for the myriad of different issues faced by managers.
As I witness the pace and scale of the operational changes being made by many of my clients in response to the coronavirus crisis, there are three critical success factors
The objective of Day 2 is to identify growth opportunities beyond the next three years. It’s all about getting you to think about your business in a different way.
Morgan Cross Consulting Ltd
PO Box 9210
Newark, NG24 9EG