strategy (74)

8662133692?profile=RESIZE_400xA significant number of Mergers remain unsuccessful, because companies do not employ a thorough and disciplined approach to realizing Post-Merger Integration Synergies.  In reasons for failure, we hear remarks like:

  • Targets were set several months earlier by the top management without consulting the line managers, or taking ground realities into consideration.
  • Assumption base for setting targets was untested.
  • Targets were met but the timeframe for achieving them made them ineffective—in terms of di
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8589000693?profile=RESIZE_400xStrategy is about the methods used to attain goals.  It’s the “how” of achieving goals—desired future conditions and circumstances towards which effort and resources are spent until their achievement.

If Strategy has any meaning at all, it is in relation to some aim or end in view.

Strategy is 1 of the 4 dimensions of an enterprise structure:

  1. Goals of the organization.
  2. Resources at our disposal.
  3. Strategies for achieving above-mentioned goals –i.e., the methods used to deploy the resources.
  4. Tactics—i.e
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Nudging Executives

8219694881?profile=originalSenior leaders love to be challenged, when you prove them right!

Unfair? Yes. There are plenty of great leaders who truly want their staff to speak up. However, even some of these may suffer from measurement blindness.

When it comes to numbers and decision making there are three positions people take.

Believers

These people believe measurement enhances decisions. They will ask for measurement and readily listen to the numbers being presented, they will look to see if there are any abnormalities and

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8028340460?profile=originalVUCA relates to threats that people and enterprises often encounter.  The acronym reflects the constant, dramatically-transforming, and unpredictable world.  The concept originated in 1987, based on the theories of Warren Bennis and Burt Nanus.  The term was first used by U.S. Army War College to describe the volatile, uncertain, complex, and ambiguous general conditions globally.

The acronym found traction after 2002, when it was considered an emerging idea to be discussed among the strategic le

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8028340270?profile=originalStrategy and execution are the 2 critical elements that drive a business.  However, leaders often struggle even with defining—let alone devising and executing—an effective strategy.  Many of those who are responsible to deal with it fall short of describing how they typically employ it.  This failure takes its roots from the fact that there is no clear path associated with strategy.

Strategy is about making sound decisions about unforeseen problems.  It’s about selecting the right options—about m

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8028332067?profile=originalCost-based Pricing is fast becoming a relic of the past and being substituted by the concept of Target Costing.  Target Costing is referred to as an organized process to determine the cost at which a proposed product must be developed so as to generate profits at the product’s anticipated selling price in future.

In highly competitive markets such as FMCG, construction, healthcare, and energy, prices are determined by market forces.  Producers cannot effectively control selling prices.  The only

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In the modern age, organizations are striving to form a sustainable Supply Chain system to cope with the challenges that are arising. pic-1-Supply-Chain-Sustainability-200x300.jpeg?profile=RESIZE_710xSuch issues include the emission of hazardous substances, excessive resource consumption, Supply Chain risks, and complex procedures.

Through Strategic Planning, organizations around the globe are adopting strategies to become a sustainable organization.  In fact, there is an increasing trend towards organizations adopting sustainable Supply Chain Management practi

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Supply chain thinking used to be limited to the managers of a few global companies—companies that were struggling to coordinate pic-1-6-Core-Pillars-of-Supply-Chain-Management-300x200.jpeg?profile=RESIZE_710xinternal information and materials. This, however, led to an exciting boom in cross-business coordination based on Supply Chain Management concepts.

Today, the field has broadened and shifted over time. Current supply chain trends—differentiation, outsourcing, compression, and collaboration—are being used to restructure supply networks and improve coordination. As more c

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Most organizations are unhealthy.  Only organizations that are recognized to be Resilient, Just-in-Time, and Military can be describedpic-1-Organizational-Behavioral-Issues-300x210.jpeg?profile=RESIZE_710x and relatively free from dysfunction.  Yet, only 27% of the responses gathered from the Org DNA Profiler showed a healthy profile.

The Org DNA Profiler is a short online self-assessment tool launched on December 9, 2003. It was used to measure an organization’s relative strength in 4 key areas, on the basis of individual employees’ responses to 19 questions. From

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Organizations can change over the years. Change may happen because that is what the customers expect or it is because the pic-1-Organizational-DNA-10-Core-Principles-300x202.jpeg?profile=RESIZE_710xorganization gets to have even the most coveted skills. Despite the changes, there are those that stay the same—the organization’s brand, its unique culture, and its shared lexicon. These are the underlying organizational and cultural design factors that define an organization’s personality. Metaphorically, these are called Organizational DNA. The Organizational DNA can indic

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The uncertain times, coupled with the COVID-19 pandemic, have spur leaders to reflect on what kind of organization, culture, and Pic-1-Team-Resiliency-300x200.jpeg?profile=RESIZE_710xoperating model they need to put in place. This is to avoid returning to previous patterns of behavior and instead, be able to embrace the next normal.

In this rapidly changing environment, people in organizations need to respond with urgency, without senior executives and traditional governance slowing things down. Waiting to decide, or even waiting for approval, is th

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COVID-19 is shaping a “New Normal”—a Low Touch Economy that requires a strategic response.pic-1-Strategy-Development-Responding-to-COVID-19-240x300.jpeg?profile=RESIZE_710x

The world is changing. Forced isolation and social distancing restrictions have been put into place with the advent of the COVID-19 health crisis. This is not expected to end soon but is expected to have a lasting effect on the world. In fact, a new generation of consumer behaviors is already being shaped.

The new world will not be better off or worse. It will be different. During this period of influx, some

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8028327897?profile=originalSupply Chain Management is getting more and more complex.  The pressure on the Supply Chain information to be made public is also increasing day by day.  With the popularity and widespread use of social media, it has become more and more difficult for organizations to hide information pertaining to supply chain practices, employees’ treatment, suppliers’ processes, or waste materials generated that could affect the environment.  Social media often publicizes negative reports on companies’ supply

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Post-merger Integration (PMI) can be complex, time-pressured, and unfamiliar for most organizations. It is a highly 8028327472?profile=originalcomplex process. It requires swift action as well as running the core business activities simultaneously.  There is no one-size-fits-all approach to a successful PMI Process. However, careful planning focusing on the strategic objectives of the deal and the identification and capturing of synergies will help maximize deal value.

It is inevitable that some elements of information wil

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When organizations go through a Post-merger Integration, often management realizes that it is never a simple undertaking. It is a pic-1-Tips-for-success-300x260.jpeg?profile=RESIZE_710xhighly complex process. Swift action is required as well as being able to run the core business activities simultaneously.  There is no one-size-fits-all approach to a successful PMI Process. However, to maximize deal value, there is a need for careful planning focused on the strategic objectives of the deal and the identification and capturing of synergies.

The PMI Pr

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The telecommunications industry is said to be reaching a turning point. Although revenues do not collapse, there is a significant slowdown in growth. Despite no emphasis on the implementation of innovative technologies, the bulk of communication service providers (CSPs) rely on the same established business and experience high consumer retention rates.

8028319264?profile=original

Application programming interfaces (APIs) have been used as a way to disclose various forms of data and resources and to enable diverse structures

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Post-merger Integration is a highly complex process. It requires swift action as well as running the core business activities pic-1-PMI-Day-One-Activities-300x199.jpg?profile=RESIZE_710xsimultaneously.  There is no one-size-fits-all approach to a successful PMI Process. However, careful planning focusing on the strategic objectives of the deal and the identification and capturing of synergies will help maximize deal value.

It is inevitable that some elements of information will be withheld from a Buyer pre-deal. Further, not all the synergy benefits origi

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In today’s digital age, organizations are faced with the changing nature of the demand curve and the element of uncertainty in the pic-1-Digital-Supply-Chain-Strategy-300x200.jpeg?profile=RESIZE_710xsupply chain. For operations teams, the challenge and competitive advantage have become: How well do you respond and execute against ongoing uncertainty.

With the world being so unpredictable, chaos is now the new normal. Timetables and priorities have shifted. A supplier fails to deliver. Demands on supply chains are increasing exponentially. A few years ago, supply

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Human judgment can be unreliable as these are all susceptible to errors. In Strategy Development,  organizations make a lot of strategic decisions.  Thesepic-1-Strategic-Decision-Making-200x300.jpeg?profile=RESIZE_710x strategic decisions share a common feature: they are evaluative judgments.

In making these tough calls, a large amount of complex information must be weighed down and evaluated.  While some management decisions are made without weighing quite so much information, yet strategic decisions involve the distillation of complexity into a single path

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The business has become more challenging as the global market becomes more demanding. This change in the global market is puttingpic-2-Board-Excellence-Engagement-300x200.jpeg?profile=RESIZE_710x pressure not only on Management but also on the Board. Strategy Development now demands that organizations should not only be effective but there should also be Board Excellence.

Today, the demand has ceased to be about spending more time. Boosting the effectiveness of the Board is not anymore about spending more time. The urgent call now is to focus on changing the na

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