|
TMG December 2010
C onstantly changing strategy
Recently, a listed company CEO commented to me that “he found his organization was constantly changing strategy, so dynamic was his firm’s marketplace”. I bit my tongue but admit to thinking “incrementalism is every busy management team’s solution to avoid the task of building significant new value”. Uncertainty, regular crises, increasing instability and declining value are the consequence. Incrementalism is often little more than a dynamic action plan rooted in operational goals to the exclusion of strategy. Yet, too often, managers get drawn into chronic incrementalism?
|
|
Read more... [Corporate Strategy Development Leadership]
|
|
TMG December 2010
 Peter Boyce, Director of Consulting at TMG takes a stand on the frequency of weaker rather than stronger strategy development, the reasons for it and how you can develop much more effective corporate strategy.
Corporate strategy development is not easy. As organizations get bigger, servicing larger markets with more invested capital developing strategy can feel like trying to navigate a maze. There are many possibilities, a seemingly unlimited supply of information, diverse views and on most executive teams, different conceptions of what constitutes “strategy”. In the article which follows, I’ve attempted to set out the case for ensuring corporate strategy (for the whole of the enterprise) retains its emphasis on innovation.
|
|
Read more... [Does your business have a corporate strategy?]
|
|
|
TMG November 2010
 Recognising that every client engages T l M l G in response to stratetegic circumstances particular to the client at that time, the strategy tools selected should respond to the client needs at that time. Which tools is a collaborative decision made jointly with clients in response to two factors. First, the best overall strategy development process to generate strategic insight and second, the practical time and resources available to the task. With the exception of the traditional SWOT analysis, few aids to strategy development are more frequently used than Porter’s approach to Competitive Advantage . But others are equally useful, albeit addressing strategy from different standpoints. One such alternative is “Blue Ocean ” strategy. Director of Consulting at T l M l G, Peter Boyce, explores how, when and why each be applied.
|
|
Read more... [Traditional 5 Forces plays Blue Ocean in Strategy Stakes]
|
|
|
TMG January 2010
By now most businesses are pondering how best to respond to a more benign economic climate than might have been anticipated just one year ago. Despite some concerns about sovereign debt and ‘unwashed’ bad loans, it seems to us that the global economy is ‘post’ the GFC.
Post the global financial crisis, some senior executive teams may feel tempted to both think and act with a shorter term focus. TMG argues that the reverse should be true as opportunities abound and good strategy development reduces the business risk.
What follows is a summary of the general advice we provide when preparing to facilitate strategy with our clients. We are encouraging businesses to develop strategy with confidence in the medium to long term. |
|
Read more... [Strategy post global economic uncertainty]
|
|
|
<< Start < Prev 1 2 3 4 5 6 7 8 9 Next > End >>
|
| Results 13 - 16 of 35 |
Articles 
