This article examines six elements of organizational design needed to execute strategy as well as tips to avoid dysfunction and poor performance.
A poorly designed organization is going to encounter trouble in the marketplace. Smart leaders realize that their organization’s culture either helps or hinders progress towards mission and strategy.
A significant challenge for executives is understanding how to lead through disruption while ensuring the long-term success of the business. Having clear focus, making strategic decisions, and supporting your team will help you better balance your short-term needs with your long-term strategy.
Linda Gorchels has served as a CPED instructor for the past 30 years teaching in the marketing and business acumen areas.
Frequently, execution weaknesses trace to the supporting elements in the sales ecosystem, not to the talent base. h, strategic analysis of the elements in a typical sales ecosystem. A focused effort on continuous improvement – with honest inputs from the sales people – will yield the kind of productive supporting environment sales professionals require to succeed.
The game of business comes down to make-or-break decisions, which should be reviewed as a regular management team agenda item – not as a once yearly event.
Often, people get lost in the weeds of operations and tactics, eating up far too much valuable meeting time while the real strategic issues and decisions go looking for a home. Here are some ways to help you avoid this trap and stay focused on what matters most.
Organizational design is not just structure, it consists of multiple elements that need to be designed and aligned properly to implement strategy and achieve the desired results.
Productive tools to facilitate brainstorming, debate, and analysis sessions are valuable for a group attempting to categorize and prioritize potential growth opportunities they have identified in the early stages of a strategic planning process.
The phrase “strategic capabilities,” means different things to different people. We’ve cataloged the four different meanings clients articulate most often. These four distinctions have become a short-hand way to assess how we might help different clients build the desired and appropriate strategic capabilities, or competencies they want in their leaders and managers.