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    What is the cost of change?

    Posted by Scott Kenney on Apr 3, 2015 4:00:00 PM

    “Willingness to change is a strength, even if it means plunging part of the company into total confusionfor a while.” – Jack Welch

    Change can be uncomfortable and expensive. However, change is not nearly as costly as falling behind. Some companies are fine with developing a product and a process that is profitable now and riding it out until they become obsolete. If this is not you, and you want your business to remain relevant and ahead of the curve, change is necessary.

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    Topics: Strategic Planning

    Focus - One way we can all be like Steve Jobs

    Posted by Greg Meredith on Mar 31, 2015 8:00:00 PM

    It is far easier for executives to make small bets on a variety of opportunities than it is to focus on the limited few---but the path to enduring success is paved with laser like focus.

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    Topics: Strategic Planning

    FOCUS: Keeping your options open is expensive

    Posted by Greg Meredith on Mar 25, 2015 2:43:20 PM

    Keeping your options open comes at a cost. Few executives take the time to understand these costs, and even fewer define these costs in specific terms. As you implement your strategic initiatives for 2015, count the costs that result from trying to do it all. Once you do, you’ll be able to see the benefits of laser like focus more clearly.

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    Topics: Strategic Planning

    The Value of an Idea

    Posted by Scott Kenney on Mar 20, 2015 1:50:00 PM

    “The value of an idea lies in the using of it.”– Thomas Edison

    How many potentially great ideas have you had during your career that you have left unpursued? Have you ever had an idea that you didn’t go after just to see a colleague or competitor implement something similar soon after?

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    Topics: Strategic Planning

    FOCUS: Saying Yes and No.....

    Posted by Greg Meredith on Mar 20, 2015 11:00:23 AM

    I’m increasingly convinced that the job of an executive is to define the few things that are critically important for success and ensure that the entire organization is relentlessly focused on accomplishing these few things.

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    Topics: Strategic Planning

    Strategic Planning: 4 Common Mistakes Executives Make

    Posted by Greg Meredith on Mar 2, 2015 12:15:00 AM


    Strategic Planning Defined:

    If I asked 10 executives to define strategic planning, I would likely receive 10 different answers.  At Brixey & Meyer, we define strategic planning as the process that links the organization's objectives and goals to the resources and actions required to achieve them.  At its core, strategic planning is the combination of strategy--how an organization acquires, organizes and deploys assets to create a sustainable competitive advantage, with planning--the process of thinking about and documenting the activities required to achieve desired outcomes.

     



    Common Mistakes in Strategic Planning:

    Many organizations engage in some type of strategic planning.  Unfortunately, even with a strategic plan in place, most still experience less than optimal outcomes due to very common mistakes and omissions.  Below are 4 of the most common mistakes made by leaders in the strategic planning process:

    1. Mistake #1:  Leaders confuse goal setting for strategic planning

    Too often, leaders believe that goal setting is equivalent to strategic planning.  They spend time formulating clear goals such as "we want to grow revenue by 25%" or "we will be #1 in our market by the end of 2015."  These clear goals are an important component of the strategic planning process and they provide the organization with a necessary definition of success.  However, goal setting alone is insufficient.  It doesn't define the actions necessary to achieve success nor does goal setting give critical insight into resource allocation, project prioritization and asset utilization.  There is an old quote that says "a goal without a plan  is really just a wish."  Goal setting, when not included in the context of a broader strategic planning process, is often just wishful thinking.

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    Topics: Strategic Planning