What Is Your Tariff Strategy?

The so called “Liberation Day” has happened. Everyone was surprised by the size of the tariff numbers and the markets reacted negatively across the board. These tariffs, whether short term or long term will cause the manufacturing landscape in the United States and supply chains across the globe to undergo a seismic shift.  This shift is driven by …Read More

Staying competitive and relevant are two key issues on the minds of senior leaders and boards of directors. The rapid evolution of technology plays a pivotal role in addressing these two issues. To successfully navigate the digital landscape, leadership teams turn to digital technology consulting firms like Group50^® Consulting. They do so to …Read More

C-Suite leaders often have sleepless nights. We are so committed to the success of our company that we worry about critical issues facing it. Here are 5 things that are keeping up the executives we are working with. …Read More

• Development of one Most Important Goal
• Creation of business strategies to support it
• Full engagement of stakeholders
• Application of Value Stream Mapping to close operating and strategic gaps
• Identification of an increase of $105M in Enterprise Value

…Read More

Lean Supply Chains, while still important are not robust enough to meet the needs of today’s global supply chain requirements. Jim Gitney, the CEO of Group50 Consulting, discusses new requirements and methods for Lean Supply Chain Management and introduces the Supply Chain Hierarchy of Needs ™ as a guide to implementing Lean and Agile supply chain …Read More

The economy is troubling everyone again.  It is unclear how deep the recession is going to be, but it is obvious that demand is declining and many of our clients are continuing to see supply chain issues. I expect to see another lead and lag between demand and supply over the next 8-12 months, so here we go again.

You and your team are probably trying …Read More

Cost Takeout vs. Cost Reduction: A Strategic Approach to Maximizing Profitability

Cut Costs the Right Way—Without Sacrificing Business Growth

Every company looks for ways to reduce costs, but not all cost-cutting strategies are the same.

At Group50® Consulting, we specialize in Cost Takeout as a Strategy—a comprehensive, multi-phase approach that eliminates unnecessary expenses while optimizing business performance.

Unlike short-term cost reduction projects, Cost Takeout is a structured business transformation initiative that restructures operations, redefines strategy, and enhances long-term profitability.

What Cost Takeout IS NOT

Before we dive in, let’s clarify what Cost Takeout isn’t:

A one-time cost reduction project – Cutting costs in a single product, process, or activity is not a strategic approach.

Continuous Improvement (CI) – CI helps reduce costs incrementally over time. Cost Takeout is an immediate, high-impact initiative.

A short-term fix – True Cost Takeout fundamentally reshapes your organization for long-term profitability.

If your leadership team is thinking about a bold move to optimize your cost structure, you need a structured and strategic approach—not just another cost-cutting exercise.

The 3 Phases of a Successful Cost Takeout Strategy

A well-executed Cost Takeout program follows three critical phases, each designed to eliminate inefficiencies, optimize resources, and enhance profitability.

Phase 1: Strategy Definition

• Clarify the Most Important Goal (MIG) – Define the overarching business objective that will guide all cost takeout decisions.
• Develop cost takeout strategies and success metrics – Establish key performance indicators (KPIs) to track progress.
• Create a Cost Takeout Steering Committee – Align leadership and cross-functional teams for maximum impact.
• Design the Cost Takeout Assessment Roadmap – Map out areas of opportunity and prioritization.
• Assign specialized assessment teams – Identify experts who will drive cost takeout initiatives across the organization.

Phase 2: Near-Term Cost Takeout – Assessment & Analysis

In this phase, we identify areas where costs can be reduced without harming business performance:

• Resource redundancies – Optimize roles and eliminate duplication.
• Overhead and fixed costs – Streamline expenses to improve profitability.
• Marketing and advertising ROI – Identify high-impact channels and cut underperforming initiatives.
• Software and hardware costs – Evaluate IT investments and eliminate waste.
• Supply chain costs – Reduce purchased materials expenses and renegotiate contracts.
• Unprofitable products/customers – Exit low-margin areas to focus on profitable growth.
• Geographic footprint – Assess real estate, distribution, and expansion strategies.
  Organizational design – Ensure the right structure and skillsets are in place.

By the end of Phase 2, leadership will have a clear roadmap for optimizing business operations, reducing costs, and enhancing profitability.

Phase 3: Long-Term Implementation & Business Transformation

This phase focuses on sustainable cost optimization and strategic business transformation:

Redesign the business model – Optimize operations for long-term efficiency.
Reallocate resources to mission-critical initiatives – Invest in areas that drive growth and differentiation.
Outsource non-core activities – Partner with vendors who can handle non-essential functions at a lower cost.
Rationalize product & service offerings – Focus on the most profitable mix.
Leverage digital transformation – Use technology and automation to drive efficiency.
Reorganize & restructure – Align teams and functions with the company’s long-term vision.
Renegotiate vendor contracts – Secure lower total cost agreements and improve supplier relationships.
Revamp inventory management & supply chain footprint – Reduce waste and optimize logistics.

This phase ensures that cost savings don’t just happen once—they become a permanent part of the company’s financial structure.

Why Cost Takeout is a Strategic Business Transformation

Many companies implement cost reduction efforts, only to see costs creep back up within months. Why?

Because most cost-cutting efforts don’t address the root cause of inefficiencies.

A successful Cost Takeout strategy requires:
Full commitment from leadership – This is not a side project—it’s a company-wide initiative.
A holistic, “Wall-to-Wall” approach – Every function and department must be aligned with the cost takeout plan.
A clear Most Important Goal (MIG) – Every decision must be tested against the company’s strategic objectives.
A structured methodology – Cost takeout must be systematic, data-driven, and results-focused.
A well-designed change management strategy – Without proper execution, cost savings won’t stick.

Group50’s Business Hierarchy of Needs® ensures that cost takeout strategies align with broader business goals—delivering sustainable, long-term impact.

Why Now? The Urgency of Cost Takeout in Today’s Business Climate

• Recent economic shifts have forced companies to rethink their business models:
• Scaling down during economic downturns.
• Rapid expansion during recoveries.
• Now—normalizing business performance in a new market reality.

Companies that act NOW will position themselves for stronger profitability, greater resilience, and long-term competitive advantage.

But getting it right requires expert guidance.

Work with the Experts in Cost Takeout Strategy

At Group50® Consulting, we have perfected the art and science of Cost Takeout. Our proven methodology has delivered double-digit profitability improvements for clients across industries.

• We help companies make the right cost takeout decisions.
• We design customized programs that minimize costs while optimizing strategic performance.
• We work alongside your team to ensure seamless implementation.

Get Started Today—Maximize Profitability with Group50®

Cost Takeout isn’t just about cutting costs—it’s about building a leaner, more profitable, and strategically optimized business.

📞 Call a Group50® Cost Takeout Expert today at +1 (626) 644-9746
📩 Email us at info@group50.com

Schedule a Meeting with our Subject Matter Expert

 

Group50^® – Helping Companies Achieve Sustainable Profitability Through Smart Cost Takeout Strategies.

 

About the Author:  Jim Gitney is the CEO and Founder of Group50^® Consulting, and the author of “Strategy Realized – The Business Hierarchy of Needs®” which summarizes a framework for successfully defining and implementing transformational strategies such as cost takeout (You can find out more about the book and acquire a copy by clicking on the image to the right).

Founded in 2004, Group50®consulting is focused on working with middle market companies to significantly improve their productivity by leveraging people, process and technology as part of a company’s strategic plan.  Restructuring and Cost Takeout in manufacturing are Group50® specialties.  Group50® consists of consultants who have spent their careers in corporate America learning how to optimize businesses.

 We specialize in working with senior leaders to develop and implement programs that leverage people, process and technology to optimize business performance.

 

Drive Business Success with a High-Impact Continuous Improvement Program

 

Turn Change into Competitive Advantage

Change is inevitable—how you respond determines your success.

Every business must continuously evolve its strategies, processes, tools, and workforce skills to stay ahead of the competition. But without a well-structured Continuous Improvement program, change can be chaotic, ineffective, or even damaging.

At Group50® Consulting, we don’t just help companies implement Continuous Improvement—we align it with your business strategy to create lasting competitive advantage. Whether you’re launching, revitalizing, or expanding a Continuous Improvement program, we provide the framework, tools, and expertise to ensure measurable success.

The 5 Key Elements of a Successful Continuous Improvement Program

To ensure sustainability and impact, your Continuous Improvement program must include:

1. Align Continuous Improvement with Strategic Objectives

• Continuous Improvement should never be a standalone initiative—it must drive real business results. Successful programs:
• Directly impact key business goals and the company’s Most Important Goal (MIG).
• Focus on high-visibility, high-impact projects that build momentum and credibility.
• Use strategic objectives and Group50’s Business Hierarchy of Needs® to guide priorities.

2. Start Small—Then Scale for Maximum Impact

• Many companies fail because they try to tackle too much too soon. Instead, we help you:
• Begin with targeted projects that address critical strategic and operational gaps.
• Leverage process owners and key influencers to drive change across all departments.
• Use Value Stream Mapping and Plan-Do-Check-Adjust (PDCA) for quick wins and measurable progress.

3. Build a Culture of Strategic Execution

• Continuous Improvement isn’t just about tools—it’s about people and culture. Sustainable success requires:
• Clear communication of mission, vision, and values to align the organization.
• Continuous training and leadership development to empower employees.
• Engagement at every level—from executives to frontline employees.

4. Use the Right Tools—at the Right Time

• Relying on a single improvement methodology limits results. We blend the best techniques to fit your unique needs:
• Six Sigma for data-driven problem solving.
• Lean & Kaizen for rapid, sustainable efficiency gains.
• Value Stream Mapping & Business Process Reengineering for holistic process transformation.
• Just-in-Time (JIT) training to ensure learning is applied immediately.

5. Focus on Data—Not Just Gut Feelings

• Forget “That’s how we’ve always done it.” Successful Continuous Improvement programs:
• Use hard data and measurable KPIs to justify projects.
• Hold teams accountable for results with clear metrics.
• Create a culture of disciplined decision-making, ensuring every initiative moves the strategic needle.

Where Does Your Company Stand?

Before launching or expanding a Continuous Improvement program, assess where you are today:

Strategic gaps – Are your business goals aligned with your current capabilities?

Operational gaps – Are inefficiencies and bottlenecks slowing you down?

Organizational gaps – Do employees have the skills, tools, and leadership support to drive change?

At Group50®, we use the Business Hierarchy of Needs® framework to pinpoint these gaps and create a tailored roadmap for success.

How Group50® Helps You Build & Sustain Continuous Improvement

Our process ensures your program delivers real results and becomes embedded in your company culture:

Continuous Improvement Assessment – Identify operating challenges and opportunities for impact.

Organizational Assessment – Ensure the right structure and skillsets are in place.

Building the Business Case – Develop a data-backed plan with clear objectives, expected outcomes, and ROI.

Planning & Implementation – Develop project roadmaps, training strategies, and execution plans.

Sustaining the Program – Integrate Continuous Improvement into the company’s DNA to drive long-term success.

Need Master Black Belt training? Group50®’s specialized training program helps your organization build in-house Continuous Improvement expertise that moves the strategic needle.

Why Many Programs Fail—And How You Can Avoid It

Lack of executive support – Continuous Improvement must be driven from the top down.

No clear alignment with strategy – If projects don’t move the business forward, leadership will lose interest.

Failure to engage employees – Without buy-in, even the best programs won’t last.

Poor planning and execution – A lack of structured methodology leads to wasted time and effort.

With Group50®’s proven frameworks, expert facilitation, and structured approach, your company will avoid these pitfalls and achieve lasting success.

Ready to Make Continuous Improvement a Competitive Advantage?

A successful, sustainable Continuous Improvement program doesn’t just happen—it’s carefully planned, strategically executed, and continuously refined.

📞 Call us today at +1 (626) 644-9746
📩 Email us at info@group50.com

Schedule a Meeting with our Subject Matter Expert

Group50® – Helping Businesses Achieve Excellence, One Process at a Time.

 

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About the Author:  Jim Gitney is the CEO and Founder of Group50^® Consulting, and author of “Strategy Realized – The Business Hierarchy of Needs®”, a book focused on the use of Continuous Improvement tools and frameworks for developing and implementing strategy (Clink on the picture to find out more about the book and acquire a copy).

He works with companies to significantly improve their performance by leveraging people, process and technology to implement a company’s strategic plan.  In 2013, he created Group50’s Business Hierarchy of Needs® change management framework, a fundamental operating guide to senior leadership teams, and was granted a trademark in 2015. He has held C-suite and Board positions in large and small manufacturing companies.

He was a member of GE’s Quality Council, part of the team that developed and implemented Black & Decker’s global Total Quality Management (TQM) program, has led or participated in over 125 Kaizen events and is considered a subject matter expert in Continuous Improvement. Group50® consists of consultants from every functional discipline who have spent their careers in corporate America developing strategic plans and rolling up their shirt sleeves to get it done.

 

The implications of Industry 5.0 and the Internet of Everything ( IoE ) are not fully understood by leadership teams.  How to get there is a larger challenge.  It needs to be a strategic discussion in the board room and in the C-Suite.  Its impact, while seemingly obvious is not! Technology …Read More

A lot has happened since the creation of blockchain in 2009, including the great hype of 2014-2017, when hundreds of books were written and blockchain was continuously in the news – At that point, more of a fantasy than a practical business reality.  Over the last few years, blockchain systems have matured and are going mainstream with companies now accepting cryptocurrencies for payments, issuing fungible tokens for digital assets, and notable companies such as Maersk, IBM, Walmart, and others having implemented blockchain in their supply chains.  Just as the internet was in its infancy in the late 90’s, …Read More