The CEO of a food distribution and retail business needed help with a new strategic plan.
Although CEOs control very little directly, the things they do control are immensely powerful. Specifically, the CEO controls three levers of power and influence: 1) the agenda; 2) the calendar; and 3) discretionary resources.
The CEO of a marketing agency in the hospitality industry needed a new strategic plan to help her company recover from the pandemic.
The CEO of a plant-based food and beverage company wanted to understand which markets offered her the best expansion opportunity beyond the US home market.
Most new products fail. Among consumer food products, 1 in 10 might still be around in 5 years. Most of those failures will be predictable when the product is launched. Here are the five metrics to watch if you want to improve the odds.
Even the best leader has blinds spots. But investing time and energy to get a little better at something you’re not good at is a low return activity – you might improve, but you’ll never be great. Better to leverage your towering strengths and find a sidekick to cover your weaknesses.
The word "plan" is both a noun and a verb. If you think of your strategic plan as the former, you're probably doing it wrong.
With all due respect to Milton Friedman, profit maximization is not in fact the purpose of any business. If not profit, what then is the purpose of a business? Drucker had the better answer: the customer.
The CEO of a $600M publicly traded, multi-state dealership group needed CMO support during an external search for a permanent marketing leader.
A strategic plan is change agenda and organizations in change need to address three topics: the direction, magnitude and speed of the change.