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Video Explanation of the Business Hierarchy of Needs®
  • Video Explanation of the Business Hierarchy of Needs®

    90% of companies do a poor job executing their strategy 

    The Business Hierarchy of Needs® and and Strategy 5.0™ are part of Group50’s suite of strategic planning and execution tools.  In this 20 minute video, Jim Gitney, the Founder and CEO of Group50, summarizes how the Business Hierarchy of Needs®, a change management framework, can be used by Boards of Directors and senior leadership teams …Read More

    This entry was posted in Anti-Strategy, Business Hierarchy of Needs®, Strategic Execution 5.0 ™, Strategic Planning 5.0, Strategy 5.0, on April 18, 2022
  • Strategy Framework – Where to Play, How to Win, Most Important Goal

    How many different strategic frameworks are there? Probably as many as there are consultants. Most are difficult to explain to leadership, and they are impossible to explain to everyone else. While the development of a business strategy can be complex, the focus of the Group50® Where to Play and How to Win strategic planning framework provides a solution to this problem by keeping it simple: …Read More

    This entry was posted in Anti-Strategy, Business Hierarchy of Needs®, Strategic Execution 5.0 ™, Strategic Planning 5.0, Strategy 5.0, on March 27, 2022
  • INOCULATING INFORMATION TECHNOLOGY AGAINST ANTI-STRATEGY – PART IX

    The first blog in this series identified the phenomenon of Anti-Strategy as well-intentioned decisions made by senior leaders that are functionally focused because of a lack of a clear business strategy. With digital and information technology (IT) getting firmly established as a strategic corporate asset for middle market companies, we turn our attention to …Read More

    This entry was posted in Anti-Strategy, Information Technology, on August 23, 2017
  • Five Things You Need to Do to Drive Continuous Improvement – Part I – Alignment to Strategy

    In the introduction, I identified 5 things you need to do to drive continuous improvement.  They are:

    1. Align continuous improvement with strategic objectives
    2. Don’t overdo process excellence at outset; this is an evolutionary process
    3. Integrate continuous improvement into a culture of strategic execution
    4. Blend the best practices from the different methodologies
    5. Focus on data, not emotions

    In this article, we show how business strategy should drive continuous improvement programs and not the other way around. Continuous improvement …Read More

    This entry was posted in Anti-Strategy, Continuous Improvement, Driving Continuous Improvement Series, Strategy 5.0, Value stream mapping, on August 18, 2017
  • “Anti-Strategy” and the Communication Conundrum – Part VIII

    In our Strategy Consultantsearlier posts on Anti-Strategy—situations where well-intentioned employees act against company interests—we’ve explored various cause and effects. Today we consider the impact of poor communications on Anti-Strategy. “Do we need better communication around here?” The answer to that question is: It depends. Have you over-heard this common question (or complaint) lately? “Better communication” is the politically-correct solution of choice when “slip-ups” occur. “No one told me about that…”. …Read More

    This entry was posted in Anti-Strategy, Strategy 5.0, Weekend Thought, on July 10, 2015
  • Anti-Strategy and Information Gaps – Part VII

    Information trapIn our earlier posts on Anti-Strategy—situations wherein well-intentioned employees act against company interests—we’ve explored this all-too-common issue, some of its symptoms and how it shows up in various business functions. Today we consider the root cause: poor and/or untimely information availability and its damaging effect on a company’s culture. Absent information, particularly in a dynamic business environment, people tend to …Read More

    This entry was posted in Anti-Strategy, Organizational Development, Weekend Thought, on June 26, 2015
  • From “Anti-Strategy” to Actionable Strategy Part VI

    Driving Strategic Execution requires a well thought through process and accountability for every stakeholder in the business.In the Group50® series on Anti-Strategy, we discuss how companies can unintentionally encourage well-meaning employees to act against their company’s best interests, whether through an unclear overall business strategy, a lack of information, or even badly designed sales compensation programs . In this series of blog posts, we’re going to address the question: How can businesses move from “Anti-Strategy” to “Actionable Strategy”? By “Actionable Strategy”, we don’t mean a strategy that lives in a PowerPoint presentation. We mean …Read More

    This entry was posted in Anti-Strategy, Weekend Thought, on June 20, 2015
  • Anti-Strategy – How Sales Compensation Can Accelerate It – Part V

    canstockphoto27397099The Group50® series on Anti-Strategy, characterizes situations wherein talented, driven and well-intentioned employees unintentionally act against their company’s best interests. Anti-Strategy often occurs when strategy is unclear or information is lacking. Is there another cause that feeds Anti-Strategy? Is it possible, to have Anti-Strategy designed into the company’s own processes or policies? Absolutely! Let’s consider how this can happen in sales compensation systems.

    …Read More

    This entry was posted in Anti-Strategy, Market Effectiveness, Weekend Thought, on May 29, 2015
  • The Impact of Anti-Strategy on Market Effectiveness – Part IV

    Market Effectiveness requires requires robust programs for service, marketing and sales.Anti-Strategy causes a negative impact on Market Effectiveness and your customers know it.  Let’s start with a couple of definitions before we get into the meat of this article: Anti-Strategy: Conscientious employees trying to do the right things without the guiding principles of a clear strategy.

    …Read More

    This entry was posted in Anti-Strategy, Market Effectiveness, Weekend Thought, on May 15, 2015
  • “Anti-Strategy”:  A Death Knell to the Supply Chain – Part III

    supply chain management consulting” Anti-Strategy ” is defined as result of the set of activities initiated by well-meaning people who don’t have a corporate strategy to guide their thinking. As you can imagine, without an overarching corporate strategy that properly focuses demand creation and the supply chain, a lot of decisions can be made that will sub optimize performance. If you think about …Read More

    This entry was posted in Anti-Strategy, Supply Chain Optimization, Weekend Thought, on May 8, 2015

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