Group50® Insights

Recently, I was working with a senior leadership team who was convinced that the key issue in their business was industry knowledge. They were thinking that a lack of industry knowledge was the root cause of their issues in the marketplace. It was difficult to get them to focus on the other issues in their business. While I agree industry knowledge is important, it is only one of the seven business processes every business needs to do well in order to be successful. In this case, the people running the business knew their industry very well, but were lacking knowledge in many other areas. If too much emphasis is placed on one area such as industry knowledge, then the business is likely to realize mediocre results. Businesses need to: …Read More

Unless your compensation strategies are tied to your business strategies, you shouldn’t expect effective strategic execution, an organization that is properly focused and great results. Compensation practices are a key element of how you manage, engage and motivate your employees. NOW is the time to assess the effectiveness of your compensation systems. Ask yourself; …Read More

Yankee Hall of Fame catcher Yogi Berra once said, “If you don’t know where you’re going, you’ll wind up somewhere else.” A business interpretation: strategy needs to guide your efforts and your company’s Strategic Execution™– how effectively you implement your strategy — distinguishes whether you’ll win or be an also-ran. One of the ways effective businesses stay on course is understanding in detail where they have been, what successes they have had in execution and where they have come up short. All too often companies …Read More

You should always be taking stock in past performance: Success, Failures, Opportunities, Strategic needs. The norm is to review your financials – Sales, Revenue, spending patterns, profitability, etc. but do you strategically review one of your most critical business functions – Human Resources and the Organization itself? Most companies don’t, leaving it to the leaders in the organization. Most companies respond to the immediate needs of the organization without advanced planning or forethought, unless it is a reorganization or a huge project. To determine how prepared your organization is for the future and your “next big opportunity,” or the company’s strategic needs, ask yourself these questions: …Read More

There are lots of reasons why failure in Strategic Execution™ is so common and why only 10% of all companies execute their strategic plans effectively. Many companies do strategic planning, and may even have a well-documented process.

However, the process itself has become a hollow drill—a once-a-year exercise to get a financial plan to the bank and pacify the board—instead of a meaningful way to assess the business and set a meaningful course. As well, many …Read More

Forget everything you knew about Mexico vs. China 10 years ago. Significant changes in economics, infrastructure, geo-politics and cost have made Mexico the new China from a manufacturing and distribution stand point. See how much change there has been in the following presentation. These changes in cost will compel you to: …Read More

An accountable culture is healthy and sustains strong performance. Your corporate strategy is as critical to success, as is your organization’s Strategic Execution^TM. However, the level of accountability determines whether strategic gains are sustained or not. An accountable culture features extensive employee self-management enabled by related tools, key performance indicators (KPI’s) …Read More

Understanding and being understood are among the most basic needs of all people. The same is true for businesses wishing to execute well, adapt to change, and effectively execute the company’s strategy. A common business language aligns a company’s operating organization and connects it with senior leaders and other key stakeholders. Further, a common, performance-based language helps avoid …Read More

Many companies have a strategic plan and ALL companies have a culture. If strategy and culture aren’t integrated, you ARE UNDER-DELIVERING! Is your company poised to Deliver a Culture of Stretegic Execution? If you ask a business leader about their Strategic Plan, the typical response is… “It’s around here somewhere,just let me look.” They believe a Strategic Planning Process is expensive; costing time, resources, and promises. A scalable and sustainable Strategic Execution Process is even more time consuming and costly. Many companies fail to deliver the results and promises contained within their Strategic Plan and that’s usually a Culture issue. …Read More

The pendulum has swung too far on Consensus Leadership. In a New York Daily News article published on January 3, 2001, called “Not Exactly His Father’s Cabinet, But It Could Be,” Michael Kramer wrote that Abraham Lincoln‘s observation is worth recalling: “No matter what the cabinet thinks, only one vote counts.” Abraham Lincoln was unquestionably a great leader. That can’t be said about all leaders. More and more, we are seeing consensus leadership styles get in the way of organizations getting things done: leadership …Read More

Earlier this week, SanDisk announced its latest M&A deal: the acquisition of Fusion-IO. In the company’s press release, the CEO made the following statement:

With its fifth enterprise-focused acquisition since 2011, the Milpitas company known for selling memory cards to consumers and gadget manufacturers is officially “a one-stop shop” for enterprise customers as well, CEO Sanjay Mehrotra said Monday, which he believes …Read More

My daughter is graduating with a master’s degree in Healthcare Informatics (a broad academic field encompassing computing technologies and development in healthcare). I asked her what here career plans were with a degree in this very hot field and her answer surprised me. She said that she wanted to lead teams of people who were responsible for designing and implementing new healthcare systems and the organizations to leverage them. I was intrigued by that answer. What title would that be, I asked. She said she didn’t believe it existed, because most organizations have different groups who are responsible for technology and organizations.

She went on to explain …Read More

If you or your stakeholders think that embracing the status quo is the path to thriving, then think again! – Think you can sit back and coast for a few weeks, a few months, a few years? Think again! – Think your competitors will sit back and coast for a few weeks, a few months, a few years? Think again! G. K. Chesterton wrote, “If you leave a thing alone you leave it to a torrent of change. If you leave a white post alone it will soon be a black post. If you particularly want it to be white you must be always be painting it again; that is, you must be always be having a revolution.” Without intervention , without progressive change, without revolution, everything in our work and our lives gets worse . Our …Read More

An executive once asked “at what revenue level does it make sense to adopt mass customization to improve business execution?” From the perspective of manufacturing products, it is one thing to be a “customizer” and quite another to be a “mass customizer.” Here’s how business leaders need to think about this issue. It is possible to produce customized products with inefficiencies that only grow as …Read More

EL PASO, Texas, April 28, 2014 /NEWS – The Tecma Group of companies recently recorded a podcast with the Los Angeles-based CEO of Group 50 Consulting, Jim Gitney, regarding the growing interest in the global manufacturing trends of total cost of ownership and nearshoring. During the approximately thirty minute session, Gitney explains how the industrial site selection process is no longer an exercise in chasing low manufacturing wages around the globe in order to determine which country, or countries to produce goods in. He asserts …Read More

Group50 focuses on elevating the strategic execution performance for its clients in 5 practice areas which are covered in this interview with Jim Gitney, the CEO of Group50 Consulting. – Strategic Execution – Organizational Development – Manufacturing and Distribution – Global Initiatives – Exit Planning and Transition Readiness

Recently, we have completed some work for a client on the “total cost of ownership differences” in 89 countries. Our results indicated that Mexico is more cost effective than China is in many industries. Surprising results? Learn more in this TECMA podcast on Mexico vs. China manufacturing with Jim Gitney, the CEO of Group50. If you prefer reading a transcript of the interview, you can …Read More

The Tecma Group of companies recently recorded a podcast with the Los Angeles-based president and CEO of Group 50 consulting, Jim Gitney, regarding current global manufacturing trends, such as Total Cost of Ownership, the growing interest in the concepts of “total cost of ownership” and “nearshoring.”

During the approximately thirty minute session, Gitney, explains how …Read More

Every organization wants their new hires or transferred employees to “hit the ground running”. This is especially true for millennials who have significantly different expectations and new managers. The faster they get up to speed, the faster they start delivering results. An effective onboarding system will position a new employee or manager for success. It shortens the learning curve and ensures they are a contributing member of the team. Effective onboarding systems focus on these basic tenets: …Read More

Are you ready to exit your business or transition to a new role?  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.

These results are driven by three factors: …Read More

A very interesting read on recent research that indicates that we, as senior leaders, really do need to reconsider how we provide feedback to our employees: vis a vis, something different than yearly static employee evaluations. If you wanted any more evidence that traditional performance appraisal methods are (at best) counter-productive, then new research …Read More

Exiting the business you have built can be taxing. It means giving up what you have created: or does it? Many founders are choosing to transition to a new role in their business doing what they love to do, rather than exiting. Regardless of your thoughts, 90% of business owners don’t have a plan and haven’t done the necessary exit planning. How ready are you? It is an emotional decision …Read More

Bruce Dougan joins Group50 as the head of its Organizational Development Practice UPLAND, Calif. — Group50^® Consulting announced today that it has significantly expanded it consulting resources and tools in Organizational Development and change management. Jim Gitney, CEO and Founder of Group50® commented….”Strategic Execution^TM is the cornerstone of a company’s success and our sweet spot. Our clients want to work with a consulting firm that has broad expertise and deep bench strength. I am pleased to announce that Bruce Dougan has joined Group50 to head up its Organizational Development practice. Bruce combines Technical, Operations and Human Resources expertise to Group50 as a result of his various senior level positions over a 15 year career at Procter & Gamble and his consulting background. He …Read More

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:

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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: …Read More