From “Anti-Strategy” to Actionable Strategy Part VI

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

Working capital, cash flow and operating profits are primary measures of senior leadership performance. Companies audit their financials every year to validate compliance and performance, but typically don’t have an audit plan for critical business processes that impact these performance measures and the customer’s perception of performance.

There are 7 critical business processes that every company must …Read More

The 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.

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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.

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” 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

Market Effectiveness™ is a series of cross functional business processes that need to be well managed and orchestrated. Market Effectiveness is akin to the supply chain and poor performance at either of these will result in bad business performance.

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Ever since software-as-a-service (SaaS) entered the picture several years ago, huge leaps have been made in how businesses leverage technology. Not just from an IT perspective, but from an operational and strategic perspective as well. Along with this trend came the explosion of acronyms such as CRM, CMS, ERP, and others which are now common terms used among marketing, sales and IT departments worldwide.

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It’s natural and often advisable to get excited about “the next big, new thing” and focus your energy and revenue growth emphasis accordingly. However, just as there is continuing truth to the old business axiom, “Your best revenue growth opportunities are often with current customers”, it’s also true that companies abandon “old platforms” too quickly.

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If you are like many leaders, you remember the great new ideas that were early springboards for your company’s success. For some reason, however, your new products and services “pool” seems to have dried up over the years. What happened? Have you become less creative? Has your organization grown complacent and removed from customers and how your products are used? Perhaps you’ve just been looking in the wrong places.

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Is your company and organization ready for the next big change? Study after study show that 70% to 80% of all Corporate changes fail AND 80% of the failure can be blamed on not having an adequate Change Management Plan. Yet most leaders when asked how to prepare for the next change, they will focus on product initiatives, customer penetration or technology enhancements.

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