Exit or Transition Plan for Closely Held Companies

90% of closely held companies don’t have a documented exit plan or transition strategy for the owners. Worse yet, 90% of those strategies that do exist aren’t effectively implemented. Exit or Transition plans need to be holistic with the primary focus of increasing enterprise value so that the owners have more flexibility in their exit or transition options. The following presentation focuses on a simple methodology for dealing with these realities. Effectively Planning an Exit or Transition: Part II from Jim Gitney Group50 has created a “Exit or Transition Planning Assessment” for closely held companies. Typically lasting 1-2 days, the assessment provides owners with a clear view of how to properly plan their exit or transition and what it will take to effectively implement it. You can read about Group50’s assessment here, request more information here, or call us at +1 (626) 644-9746 to find out more. Subscribe below to Group50’s blog to stay on top of the latest trending topics:

Leave This Blank:Leave This Blank Too:Do Not Change This:

Your email:

 

In English Fontana, CA – La compañía local Americas Integrated anunció hoy que se unirá con Group50 ® Consultants, una empresa de consultoría en el Sur de California que se especializa en la ejecución estratégica, la fabricación y la distribución de productos. Este cambio se hará efectivo a partir del 1 de Octubre de 2013. El presidente de Americas Integrated, Jorge Silva, espera que esta fusión aumente considerablemente la confianza de los clientes actuales, ya que tendrán servicios más amplios y recursos adicionales a nivel mundial. Igualmente, la empresa tendrá la capacidad de ampliar la base de clientes de Group50 internacionalmente. Además del gran número de servicios ofrecidos corrientemente por Group50 ®, la nueva empresa pondrá en marcha una iniciativa mundial de desarrollo de negocio centrado en la expansión estratégica de negocios en el extranjero y trabajará con empresas extranjeras que desean vigorizar su presencia en EE.UU. Jim Gitney, Gerente General de Group50 declaró que: (more…)

En español Fontana, CA – Locally owned Americas Integrated announced today that it will be merging with Group50^®, a consulting company that specializes in strategic execution, manufacturing and distribution, effective October 1, 2013. Americas Integrated president, Jorge Silva, expects this merger to improve current client confidence with broader services and additional world class resources, and widen Group50’s customer base globally. In addition to the already vast number of services offered by Group50^®, the new venture will (more…)

The majority of organizations fail to consistently implement their strategic objectives. As a result, they are “Stopping Short Of Excellence^®“. There are three primary reasons for this:

• A lack of a vision
• Clearly articulated strategies
• Engaged and accountable employees. In the short presentation below, !–more–>Jim Gitney, the CEO of Group50 provides more insight to these issues and reviews how organizations can create an effective strategic implementation process.

Any size company or non-profit is capable of achieving excellence with a little bit of guidance and a few basic approaches. We can present this material to your senior leadership team, provide a one day workshop on creating a roadmap for your company to consistently achieve your objectives or do an audit of your current strategic implementation process. If you would like to find out more about Group50’s process for consistently achieving your strategic objectives go here or contact us at +1 (626) 644-9746.

 

Achieve Excellence with the Business Hierarchy of Needs^®

 

A Proven Framework for Strategic Execution and Change Management

Why do some organizations achieve sustained success while others “stop short” of excellence? The answer lies in their approach to strategic execution. (more…)

Continuous improvement programs are great for manufacturing but how do they apply to service businesses? The usual answer to this question is that process excellence works across functional silos. It is horizontal, transversal and industry agnostic. Although true, this answer does not always address the concerns of the leaders in service businesses and financial institutions.

In a recent article we (more…)

I was recently speaking with a client about Make vs. Buy. We were discussing when the appropriate time was for doing that kind of analysis. The natural assumption is that world class organizations are doing that kind of analysis whenever a new product program or a major new contract is being worked on. It should be part of every analysis to provide continuous feedback to the Manufacturing organization and the business’s executives. Make vs. Buy analysis will tell you (more…)

Situation Analysis: The cash desk of a Fortune 50 company processed 1,000 cash transfers per day and approximately $170B per year to its customers and vendors. Improperly executed wire transfers resulted in problems for the company and its customers. One such misstep was significant enough to get the attention of senior management. A team was assigned to correct these issues, and upon review, the team found:

• No clearly defined processes
• Low morale affected all team members who felt not recognized despite their constant efforts
• Outdated tools and absence of metrics

Project Approach and Findings: The team had limited time and resources available to do it right first time. The team decided to focus on several key elements: (more…)

• Plant production increased from 7,500 Grilles/day to 22,000 Grilles/day.
• 60+ products were redesigned and implemented with an average 12% cost reduction per unit.
• Units/employee tripled.
• Incident rates per hundred grilles were reduced 85%.
• Sales increased 7% and P&L improved by $30M, a 15% improvement year over year
• Service levels increased from 48% of 96%
• Completed in 11 months

(more…)

Performance Management is a critical part of a company’s business strategy. As shown in Level 2 of the Business Hierarchy of Needs®, performance management is the bridge between strategy and results. As we have spoken to senior executives around the United States, we have found that their perception of performance management is more tactical than strategic.  We have found that functional organizations also see performance management as a check the box activity.

Most companies view “performance management” (more…)