Strategic Change Requires Organizational Readiness

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

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. …Read 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

…Read More

During a recent meeting of 40 M&A professionals, I facilitated a discussion around the results of a 1999 KPMG study on the success of Mergers and Acquisitions in large companies. This study indicated that 83% of mergers and acquisitions fail to increase share holder value. The M&A professionals who participated in this discussion represented middle market mergers and acquisitions. Members of the group were asked three questions: …Read More

Group50 has introduced a new cost effective cloud based performance management and strategic execution tool called Cascade. This system provides clients with the ability to achieve higher levels of employee engagement, monitor key strategy implementation, focus on cultural and performance objectives throughout the organization and institutionalize winning behaviors throughout their company.

Companies who have implemented Cascade have seen significant improvement in their operating performance at all levels.
Read more about utilizing Cascade for:

• Executing Strategy
• Performance Management

About Group50^® specializes in the development and implementation of manufacturing and supply chain strategies. The Group50 team are all former executives with well-known manufacturing and distribution companies who understand what it takes to put together and manage the implementation of a successful strategic plan. Group50 has designed a series of strategic assessments, workshops and strategic execution tools that eliminate the existence of Anti-Strategy^TM. You can reach us at +1 (626) 644-9746, request more information here or send a note to info@group50.com.