1. 1. Identified large growth opportunity in a downward market.
   2. Market study on how to differentiate in the market through supply chain.
   3. New business and supply chain strategies.
   4. Defined strategies for leveraging installed base.

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Strategic thinking, operational excellence, continuous improvement, and employee engagement have many things in common. They are all driven by a core set of inextricably linked operating principles. They: (more…)

As consultants and advisors our mission is to provide services to our clients that help them resolve issues in their business, positively impact their business performance and improve their corporate Culture. By taking a holistic view, we can increase the breadth of our services which will increase both short term and long-term revenues. Often, it isn’t obvious to us what the potential broader impact of our work is, or how our services can be broadened to have a greater impact. By considering the elements of the Business Hierarchy of Needs^®, we can optimize our efforts with laser sharp focus on fixing client issues, improving client performance, and increasing the scope of our work. The Business Hierarchy of Needs^®, a change management framework shown below,
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Lean Supply Chains, while still important are not robust enough to meet the needs of today’s global supply chain requirements. Jim Gitney, the CEO of Group50 Consulting, discusses new requirements and methods for Lean Supply Chain Management and introduces the Supply Chain Hierarchy of Needs ™ as a guide to implementing Lean and Agile supply chain (more…)

The economy is troubling everyone again.  It is unclear how deep the recession is going to be, but it is obvious that demand is declining and many of our clients are continuing to see supply chain issues. I expect to see another lead and lag between demand and supply over the next 8-12 months, so here we go again.

You and your team are probably trying (more…)

These statistic from Boardview.io should cause pause to all senior leaders:

“80% of leaders feel their company is good at crafting strategy but only 44% at its implementation”

To make matters worse, they also report:

10% of organizations achieve at least two-thirds of their strategy objectives, with 36% achieving between 50%-67% and 54% achieving less than 50%

I have no reason to doubt these statistics based on what we see in our consulting work. The primary reasons for this are: (more…)

“𝑰𝒕 𝒊𝒔 𝒕𝒊𝒎𝒆 𝒇𝒐𝒓 𝒂 𝒑𝒂𝒓𝒂𝒅𝒊𝒈𝒎 𝒔𝒉𝒊𝒇𝒕 𝒊𝒏 𝒕𝒉𝒆 𝒘𝒂𝒚 𝒘𝒆 𝒍𝒐𝒐𝒌 𝒂𝒕 𝒕𝒉𝒆 𝒐𝒓𝒈𝒂𝒏𝒊𝒛𝒂𝒕𝒊𝒐𝒏 𝒔𝒕𝒓𝒖𝒄𝒕𝒖𝒓𝒆𝒔 𝒕𝒉𝒂𝒕 𝒘𝒊𝒍𝒍 𝒃𝒆 𝒓𝒆𝒒𝒖𝒊𝒓𝒆𝒅 𝒕𝒐 𝒔𝒖𝒄𝒄𝒆𝒔𝒔𝒇𝒖𝒍𝒍𝒚 𝒍𝒆𝒂𝒅 𝒂 𝒄𝒐𝒎𝒑𝒂𝒏𝒚 𝒕𝒐 𝒂 𝒅𝒊𝒈𝒊𝒕𝒂𝒍 𝒇𝒖𝒕𝒖𝒓𝒆.”

I just published an article on LinkedIn on the Appropriate Design for a Digital Future.  You can read it here.  For those of you who want a Schaum’s outline version, here we go.

Today’s functional organization structure is no longer appropriate for serving the digital future.  Business processes are horizontal, not vertical.  So, as part of Group50’s approach to Strategy 5.0™, we are proposing that companies be organized in the following (more…)

How many different strategic frameworks are there? Probably as many as there are consultants. Most are difficult to explain to leadership, and they are impossible to explain to everyone else. While the development of a business strategy can be complex, the focus of the Group50® Where to Play and How to Win strategic planning framework provides a solution to this problem by keeping it simple: (more…)

In Group50’s early days, we were working with the model shown in the picture to the left when we were doing strategic planning work.  It was simple, to the point and easy to talk about.  None of our clients were totally convinced that this image told the entire story.  It was missing a lot of information and only told the story of getting prepared to implement a company’s strategy.  This graphic didn’t include two key elements: (more…)

A lot has happened since the creation of blockchain in 2009, including the great hype of 2014-2017, when hundreds of books were written and blockchain was continuously in the news – At that point, more of a fantasy than a practical business reality.  Over the last few years, blockchain systems have matured and are going mainstream with companies now accepting cryptocurrencies for payments, issuing fungible tokens for digital assets, and notable companies such as Maersk, IBM, Walmart, and others having implemented blockchain in their supply chains.  Just as the internet was in its infancy in the late 90’s, (more…)