Articles  

Improving Performance From the Inside

Most well-run organizations audit their financial records to validate financial controls and preserve financial transparency. Yet, without operational audits of day-to-day processes, which often become mechanical, many companies find themselves exposed to substantial loss. Such losses may be realized through underutilized systems, undetected fraud, stagnation or abuse of resources.

Maintaining the Sales Advantage

Many years ago, I attended an eight-week training course designed to teach salespeople how to become more effective at the sales process. Although the course did not unveil any hidden secrets to successful selling, it did reinforce the importance of understanding that selling is a process, and that the process does not end when the sale is closed.

Business Beyond Startup

There comes a time in the life of a business that is beyond startup, but not yet maturity. This stage is epitomized by the organization's steadily increasing customer base, the growing number of employees and the rising demand for products/services. As exciting a time as this can be for a growing business, many leaders find themselves overwhelmed by the changing demands of their expanding operations; and, as a result, they are slow to make the necessary shift to a founder/CEO position.

Forward-Thinking Strategic Growth

Charitable organizations are well acquainted with the do-more-with-less philosophy. In fact, some are quite skilled at stretching budgetary dollars to accomplish their goals without sacrificing quality, service or organizational growth.

Why Mergers Collapse

A merger between two businesses could be likened to a marriage between two individuals. Most often, when the two decide to become one, the wedding and subsequent marriage go off without a hitch. Sometimes, however, problems do arise and even after the rings have been purchased, the wedding and/or engagement is called off.

And The Two Became One

Recently I met with a client who was contemplating a horizontal merger with another organization. My client was approached by one of his competitors with a proposal aimed at broadening market share, maximizing economies of scale and increasing profits for both companies. As he took me into his confidence by discussing the preliminary details of the possible merger, I could see how this deal could turn the two average organizations into one industry leader. But for this, or any merger, to succeed the leadership team would need to have a clear vision of the outcome and a strong management group to make it happen.

Motivating Change: The Business of Politics

As the 2008 political fabric unfolds—and, in particular, the Democratic race with its three vying candidates—it is clear that political strategists are working overtime to map out their candidate’s road to the White House. Every stop the candidates make and almost every word spoken is strategically planned. In some cases the strategy works well, and in other cases it falls short of delivering the expected results. Either way, the long, arduous road to success is paved with strategy.

Short-term success cannot be maintained without long-term planning

Charitable organizations are well acquainted with the do-more with-less philosophy. In fact, some are quite skilled at stretching budgetary dollars to accomplish their goals without sacrificing quality, service or organizational growth.

Success belongs to the forward-focused

John F. Kennedy once said, “Change is the law of life. And those who look only to the past or present are certain to miss the future.”

The Evolution of an Enduring Business

Contrary to what some business leaders think, successful organizations were never meant to be stationary. They were designed to be ever changing, ever increasing and ever evolving. In fact, the natural progression of any business requires that it go through certain stages called, the business life cycle.