Exit Planning or Transition Readiness Survey

Exiting the business you have built can be taxing. It means giving up what you have created: or does it? Many founders are choosing to transition to a new role in their business doing what they love to do, rather than exiting. Regardless of your thoughts, 90% of business owners don’t have a plan and haven’t done the necessary exit planning. How ready are you? It is an emotional decision (more…)

Bruce Dougan joins Group50 as the head of its Organizational Development Practice UPLAND, Calif. — Group50^® Consulting announced today that it has significantly expanded it consulting resources and tools in Organizational Development and change management. Jim Gitney, CEO and Founder of Group50® commented….”Strategic Execution^TM is the cornerstone of a company’s success and our sweet spot. Our clients want to work with a consulting firm that has broad expertise and deep bench strength. I am pleased to announce that Bruce Dougan has joined Group50 to head up its Organizational Development practice. Bruce combines Technical, Operations and Human Resources expertise to Group50 as a result of his various senior level positions over a 15 year career at Procter & Gamble and his consulting background. He (more…)

90% of closely held companies don’t have a documented exit plan or transition strategy for the owners. Worse yet, 90% of those strategies that do exist aren’t effectively implemented. Exit or Transition plans need to be holistic with the primary focus of increasing enterprise value so that the owners have more flexibility in their exit or transition options. The following presentation focuses on a simple methodology for dealing with these realities. Effectively Planning an Exit or Transition: Part II from Jim Gitney Group50 has created a “Exit or Transition Planning Assessment” for closely held companies. Typically lasting 1-2 days, the assessment provides owners with a clear view of how to properly plan their exit or transition and what it will take to effectively implement it. You can read about Group50’s assessment here, request more information here, or call us at 909-949-9083 to find out more. Subscribe below to Group50’s blog to stay on top of the latest trending topics:

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In English Fontana, CA – La compañía local Americas Integrated anunció hoy que se unirá con Group50 ® Consultants, una empresa de consultoría en el Sur de California que se especializa en la ejecución estratégica, la fabricación y la distribución de productos. Este cambio se hará efectivo a partir del 1 de Octubre de 2013. El presidente de Americas Integrated, Jorge Silva, espera que esta fusión aumente considerablemente la confianza de los clientes actuales, ya que tendrán servicios más amplios y recursos adicionales a nivel mundial. Igualmente, la empresa tendrá la capacidad de ampliar la base de clientes de Group50 internacionalmente. Además del gran número de servicios ofrecidos corrientemente por Group50 ®, la nueva empresa pondrá en marcha una iniciativa mundial de desarrollo de negocio centrado en la expansión estratégica de negocios en el extranjero y trabajará con empresas extranjeras que desean vigorizar su presencia en EE.UU. Jim Gitney, Gerente General de Group50 declaró que: (more…)

En español Fontana, CA – Locally owned Americas Integrated announced today that it will be merging with Group50^®, a consulting company that specializes in strategic execution, manufacturing and distribution, effective October 1, 2013. Americas Integrated president, Jorge Silva, expects this merger to improve current client confidence with broader services and additional world class resources, and widen Group50’s customer base globally. In addition to the already vast number of services offered by Group50^®, the new venture will (more…)

The majority of organizations fail to consistently implement their strategic objectives. As a result, they are “Stopping Short Of Excellence^®“. There are three primary reasons for this:

• A lack of a vision
• Clearly articulated strategies
• Engaged and accountable employees. In the short presentation below, !–more–>Jim Gitney, the CEO of Group50 provides more insight to these issues and reviews how organizations can create an effective strategic implementation process.

Any size company or non-profit is capable of achieving excellence with a little bit of guidance and a few basic approaches. We can present this material to your senior leadership team, provide a one day workshop on creating a roadmap for your company to consistently achieve your objectives or do an audit of your current strategic implementation process. If you would like to find out more about Group50’s process for consistently achieving your strategic objectives go here or contact us at (909) 949-9083.

Continuous improvement programs are great for manufacturing but how do they apply to service businesses? The usual answer to this question is that process excellence works across functional silos. It is horizontal, transversal and industry agnostic. Although true, this answer does not always address the concerns of the leaders in service businesses and financial institutions. In a recent article we (more…)

I was recently speaking with a client about Make vs. Buy. We were discussing when the appropriate time was for doing that kind of analysis. The natural assumption is that world class organizations are doing that kind of analysis whenever a new product program or a major new contract is being worked on. It should be part of every analysis to provide continuous feedback to the Manufacturing organization and the business’s executives. Make vs. Buy analysis will tell you (more…)

Situation Analysis: The cash desk of a Fortune 50 company processed 1,000 cash transfers per day and approximately $170B per year to its customers and vendors. Improperly executed wire transfers resulted in problems for the company and its customers. One such misstep was significant enough to get the attention of senior management. A team was assigned to correct these issues, and upon review, the team found:

• No clearly defined processes
• Low morale affected all team members who felt not recognized despite their constant efforts
• Outdated tools and absence of metrics

Project Approach and Findings: The team had limited time and resources available to do it right first time. The team decided to focus on several key elements: (more…)

For most employees, the yearly ritual of sitting across the table from their boss and receiving feedback on their prior year’s performance is completed. According to a study done by Leadership IQ, only 13% of managers and employees feel that year end reviews have a positive impact on them and only 6% of CEOs thought the performance reviews their organization used were effective. They believe that evaluations don’t impact strategic execution. So, given these dismal statistics, why do organizations continue to spend so much precious energy and time utilizing a system that is at best distasteful and at worst a waste of corporate resources and good will? The answer isn’t all that complex. It is what we have been taught to do during our careers and, given the lack of an acceptable alternative, something we continue doing. After all, we must do something to tell our employees how they are performing. Yearly evaluations have become a “check the box” ritual. This ritual can be retooled into a Strategy Execution Consulting Services process that maximizes the productive input (more…)