- Focus on the intersection of strategy implementation and organizational change - how a company’s approach to strategy development shifts as a company grows and matures.
- Adjunct Professor of Strategy at INSEAD - in strategy and strategy implementation to MBAs and executives.
- Visiting Assistant Professor, Harvard Business School
- Management consultant with McKinsey & Company in New York and Sydney
- PhD in Strategic and International Management
- All 7 Best Practices
- Pre-Call Discovery Process
- One-on-One Call with Expert
- Session Summary Report
- Post-Session Engagement
Risks & Opportunities
If strategy is off target, then a company’s risks include:
- Sub-optimized resource allocation: The wrong people at the wrong place in the wrong market; wasted time, wasted management attention, and wasted capital.
- Undermining the company’s strengths: Poor strategy means that the company is unlikely to know why it is succeeding (or not succeeding) in the market.
- Lack of focus: Too many people doing everything except the critical task that is required to be successful.
- Priorities that are out-of-synch: Difficulty identifying the tasks, resources or capabilities in which to invest.
- Inability to leverage early market success: New entrants may do well but as markets mature, an off-target strategy leads to diminishing share, cost overruns, and a failure to meet revenue projections.
If strategy is well formed and executed, a company’s opportunities include:
- A focused organization:The right people, focused on the right resources, the right skills, and the right capabilities, the right customers in the right markets.
- Clear differentiation from competitors: The company knows the source of its competitive advantage.
- Clear priorities: The company knows how to focus and prioritize its resources and people are empowered to act consistent with the company strategy.
- Better market results with less effort and waste.
- A clearer line-of-sight to new opportunities.