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Leveraging Technology for Your Next Wave of Productivity
By: Jim Gitney
Most leadership teams believe they have a pretty good handle on how well the company is doing from a cost and productivity standpoint. They probably do know the people side fairly well being that it is relatively easy to measure: $Revenue/$ of labor cost or $Revenue/person is a standard measure, while time standards for all sorts of activities are very common.
Attempting to understand how efficient their business processes are is …Read More
This entry was posted in Continuous Improvement, Information Technology, Strategy 5.0, Supply Chain Optimization, Value stream mapping, on June 5, 2017 -
Digital and Information Technology Practice News Announcement
By: Jim Gitney
“With the addition of its Digital Technology Practice, Group 50 is fast becoming the only Consulting Partner needed by middle market companies” …Read More
This entry was posted in Business Transformation, Information Technology, News, Strategy 5.0, Value stream mapping, on April 3, 2017 -
Middle Market Growing Pains
By: Jim Gitney
Middle market leadership teams are faced with the challenge to maintain their competitiveness in the marketplace and keep up with the fast-paced changes in technology. They are on the threshold of a new world of operational efficiency, productivity and customer engagement. When speaking with senior leaders of middle market companies, we routinely hear the following questions: …Read More
This entry was posted in Business Transformation, Inflection Point, Information Technology, Strategy 5.0, Supply Chain Optimization, on March 30, 2017 -
Does Your Business Have a Robust Social Networking Strategy?
By: Jim Gitney
Every leadership team should be asking questions about their social networking strategy. They wonder how Twitter, LinkedIn, Facebook, Google Plus, CRM, Sales Force, Customer Portals, Websites, Blogs and other platforms can be utilized for business development purposes. We have been developing those thoughts at Group50 for the last 14+ years. We have spoken with hundreds of companies, and have found a wide disparity between their efforts and the type of business they are in. Although not a formal study, our general findings are as follows: …Read More
This entry was posted in Case Studies, Market Effectiveness, Strategy 5.0, on February 11, 2017 -
7 Reasons Why Strategic Execution Fails
By: Jim Gitney
I read a blog posting from our strategic execution partner Cascade about the reasons strategic execution fails. To summarize, they are:
- Lack of buy-in from the team
- Unclear objectives
- Failure to account for business as usual
- Loss of momentum
- Unwillingness to iterate
- Lack of alignment
- Failure to celebrate success
More importantly, …Read More
This entry was posted in Strategy 5.0, on February 6, 2017 -
Why Hire a Strategic Planning Consultant? – Effective Strategic Execution
By: Jim Gitney
Successful enterprises across the globe have leveraged on the vast experience, in-depth knowledge and understanding of a strategic planning consultant that is capable of working with senior leadership on strategic execution: been there, done that. This effort is a cornerstone of gaining competitive advantage and thriving in highly competitive marketplaces. An effective strategic execution program facilitated by an experience strategic planning consultant helps …Read More
This entry was posted in Business Transformation, Exit Planning and Transition, Global Initiatives, Information Technology, M&A, Manufacturing and Distribution, Market Effectiveness, Organizational Development, Strategy 5.0, on November 8, 2016 -
Utilizing Continuous Improvement Tools at the Business Level
By: Jim Gitney
There have been many articles written about continuous improvement in manufacturing processes, but there isn’t a lot of information and understanding about the use of continuous improvement tools at the business level: including the ones that purportedly have continuous improvement or Six Sigma programs in place. In many of the organizations that we work in, when you speak to business process leaders about continuous improvement they …Read More
This entry was posted in Continuous Improvement, Strategy 5.0, Supply Chain Optimization, Value stream mapping, on September 13, 2016 -
Doing Business in Mexico: Mexico’s Legal System
By: Judith A. Wilson
Mexico’s legal system is a result of the 1910 revolution and the subsequent promulgation of its Federal Constitution on February 5, 1917. Although historically influenced by the legal systems of Spain, France, and the United States, Mexico has been able to structure and maintain a distinct legal system that incorporates truly unique Mexican components. Mexico’s legal system is a civil law system but not as it exists in other civil law countries.
Patterned after the United States, …Read MoreThis entry was posted in Global Initiatives, Mexico, Strategy 5.0, Supply Chain Optimization, Weekend Thought, on August 31, 2016 -
Brexit and The Impact on Business Strategy
By: Jim Gitney
On Friday 6/25, we awoke to the screaming headlines about the citizens of the UK voting to leave the EU. Brexit was a reality. All the experts and the polls were wrong! Leading up to this there was tremendous volatility in financial markets and uncertainty about the impact of Brexit on global financial markets and business. Business executives that we have been working with have displayed the “deer in the headlights” look: strategically frozen in place while waiting to see what happens. Now what? …Read More
This entry was posted in Global Initiatives, Strategy 5.0, Weekend Thought, on June 27, 2016 -
Business Restructuring : Operational and Financial
By: Jim Gitney
Every company is faced with some type of restructuring activity during its history. The restructuring process is painful and often unsuccessful. There are two basic types of restructuring: financial and operational. Financial restructurings are often a result of poor operational performance and the reality that the management team has not responded quickly enough to changing business dynamics. In this case, a wall to wall cost takeout is called for. Often, the need to restructure is a gut reaction by senior management in response to perceived weaknesses in the business. This article focuses on operational restructuring and the process for planning and successfully implementing it.
This entry was posted in M&A, Manufacturing and Distribution, Strategy 5.0, Weekend Thought, on April 15, 2016
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