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A significant proportion of organizations exhibit proficiency in the domain of strategic planning; however, they face obstacles in efficiently executing those strategies, especially when pressing concerns take precedence over regular operations.

The efficacy of strategic plans relies heavily on their flawless implementation.  The 4 Disciplines of Execution (4DX) is a strategic development framework designed to aid organizations in the successful execution of their most vital goals.  The principal

Decision Making is essential to any organization's success.  Military strategists use their training and experience to create battle plans and make quick decisions aimed at achieving specific objectives.  Military strategies, concepts, and practices have found widespread application in business and daily life.  The works, memoirs, and experiences of renowned military historians and strategists, such as Sun Tzu's "The Art of War," Clausewitz's "On War," and Liddell Hart's "Strategy," are highly

At all levels of a corporation, key decisions have to be made quickly. This is particularly critical at the strategic level, when senior executives are expected to have an exceptional talent for systematic and organized decision-making. However, this is not simple, and there is also no clear path to follow.

There is a plethora of studies and thought leadership around formulating and implementing strategy—but little on maturing into a leader with exceptional judgment abilities. Chief Executive Off

Tourism is a key element in creating an impetus for financial growth across the globe.  The sector was providing jobs to around 260 million people and contributing to over 10% in global GDP, based on 2010 numbers.  These numbers will grow in future.

However, these financial benefits do not occur without costs that have the potential to destroy popular destinations and disrupt tourism.  Costs—or adverse effects—of travel involve:

• Massive carbon footprints produced by air travel
• Changes in the clean

Robotic process automation (RPA) has provided enterprises with diversity and better capabilities to adopt as well as to adapt to changes. Robotic process automation services have made this possible by transforming business processes into convenient and user-centric ones. Recent years have witnessed phenomenal growth in the adoption of RPA in the corporate world.

What is robotic process automation?

Simply put, robotic process automation tools help to configure the existing computer software. The to

Business Process Reengineering (BPR) can be a great success but it can also be a great failure.

After months or years of careful redesign, organizations can achieve dramatic improvements in individual processes.  However, a paradoxical outcome has become almost a commonplace. Organizations suddenly find themselves watching the overall results decline. Process costs were reduced by 34% yet operating income stalls.  Claims process time cut by 44% yet profits drop. It seems that organizations are sq

As the last decisive step in customer service, a warehouse ensures cost effective distribution.  Latest technological innovation has turned warehousing into a competitive advantage.  It offers untapped potential for improvement. However, warehousing is a hugely neglected part of global supply chains.  There is inconsistency in picking, packing and shipping orders, storing receipts, and managing inventory and logistics operations.

These and the following roadblocks in the way of smooth warehousing

The global wireless charging market was valued at $XX billion in 2017 and is projected to reach $XX billion by 2023, registering a compound annual growth rate (CAGR) of XX% between 2018 and 2023. Wireless charging or power transfer takes place when energy is transferred as electromagnetic waves from a transmitter to a receiver. Inductive wireless charging is currently the most adopted solution for wireless charging and accounts for approximately XX% of the global wireless charging market in 2017

In my first book, DECIDE: How to manage the risk in your decision making, I made the statement “…in my experience, an acceptance of mediocrity and an acceptance that projects (and decision making) are difficult are the norm in the vast majority of organisations.”

Last week my blog was about the need to tap into board experience. Today I write about how boards need to be asked the right questions to provide their experience, to lead. Executive teams should ask their boards quite explicitly:

• About Risk – What risks do they see with the strategy? What emerging risks to the organisation do they see from their experience outside of the boardroom.

• About Opportunity – What opportunities do they see to improve the strategy? What opportunities do they see that the

The first thought paper, Embracing Enterprise Risk Management: Practical Approaches for Getting Started, developed by Mark Frigo and Richard Anderson of the Center for Strategy, Execution, and Valuation at DePaul University, describes how an organization can begin implementing an ERM process. It also examines perceived barriers to effective ERM and how to work through those barriers.  “Starting an ERM process is a daunting task for many organizations” said Anderson.  “The paper provides an actio