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 (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 (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.

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The Business Hierarchy of Needs ^® is a compilation of three levels of activities. As our work on effective strategic execution continues, we have found that most companies haven’t developed strategic execution and change management processes that provide consistent and effective implementation of their strategic objectives. Every organization (more…)

Senior Leaders who have performance management and employee engagement as a strategic objective face a conundrum. As we continue to dig into corporate needs, the same message continues to come through. Senior management knows that the economy isn’t going to allow them to resume the upward trajectory of growth like the good old days. As we continue to discuss ways to achieve these objectives, the conversation always comes back to performance management: Doing more with what you have. As any leader knows, (more…)

Successful businesses work. There are many definitions of success in business. One component common to all business success definitions is the generation of positive cash flow in the short-, mid- and long-term. Many variables factor into a business’s ability to generate positive cash flow; from an operations perspective, none are more critical than culture, strategy and execution. In this post we will focus on (more…)

Over the past few years it has been well documented that technology can significantly improve employee engagement and performance management.  We see that networking has significantly increased the ability of people to accelerate their business dealings and personal relationships. Just about everyone in the workforce is familiar (more…)

I was talking to several CEOs the other day about the challenges of today’s business climate and the parts of our businesses where we can continue to realize productivity gains. We all agreed that opportunities existed throughout our businesses to improve productivity, but quickly honed in on a discussion around how well our employees were aligned with our Vision, Mission, Values and Corporate Objectives. Everyone squirmed for a moment thinking about organizational alignment and organizational development, (more…)

I was speaking with a client the other day who was expressing frustration with being able to align his organization with the company’s strategies, vision, mission, values and tactics. He felt as if the yearly off site meetings and quarterly communications to employees weren’t causing the company to build a culture and performance mindset around those. He mused that there must be a better way to accelerate behaviors in the organization and create a culture of strategic execution.

As we spoke further, we talked about the need for:

• Clear and concise strategies, mission, values and tactics
• Constant communications to all levels of the organization
• Measures that are cascaded down to each level that support the strategic initiatives
• Accountability for all managers and employees
• Full transparency in the company
• The ability to have communications both up and down about what is working and what isn’t
• An understanding of the company’s strategic and operating gaps

We agreed that a significant shift in culture and performance was a difficult objective. We also agreed during our conversation that cultural change isn’t achieved by yearly reviews and occasional communications. The tactics to implement such a change need to be well thought through and executed with rigor. It is one of the single most important set of activities for the company’s leaders and needed to be a daily activity. He would have benefitted from a change management framework such as Group50’s Business Hierarchy of Needs® to guide his organization’s strategic planning, change management and implementation efforts. As we talked further, we agreed to keep a dialogue going and focus on strategic alignment and performance management as part of our on-going work with his organization.

Several articles with further information on this topic include:

• Performance Management as a Business Strategy
• Organizational Alignment: The Good and Bad News
• Cascade
• Morphing Evaluations Into Strategic Execution

About the author:
Jim Gitney is the CEO of Group50^® and specializes in the development and implementation of manufacturing and supply chain strategies. Jim and 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. You can reach us at (909) 949-9083 or send a note to info@group50.com.