tag:blogger.com,1999:blog-23887382340718559832009-10-19T20:41:44.063-07:00Strategic focus The Strategy must be clear as crystal and clearly describe how the company creates a unique position in relation to its customers and against its competitors. The organisation must fit like a glove with the strategy and a winning team of employees with the right competencies must be set. Operations must show positive figures and the key figures must point forward to show future potential of the businessB-E-E Consultinghttp://www.blogger.com/profile/07362725328623382941noreply@blogger.comBlogger19125StrategyOn-linehttp://feedburner.google.comtag:blogger.com,1999:blog-2388738234071855983.post-10650964067750619092009-09-01T07:48:00.000-07:002009-09-02T21:44:24.567-07:002009-09-02T21:44:24.567-07:00

Strategy implementation - revolution or evolution?In my previous posts Employee Alignment with Strategy, Aligning Organisation with Strategy and Culture and Customer Intimacy Organization a lot has been written about change of organisation and alignment with strategy.But why change a winning team?No, why do that - if rules and competition stay the same.We have discussed how the landscape is

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Customer Intimacy Organization & Collaboration Culture"As many employees in Industrial Inc. as possible should know the customers as well as possible.In continuation of recent years' focus with customer adapted system solutions, maybe we should change the organisation of Industrial Inc. in order for the greatest possible number of employees to get most possible knowledge of their customers' core

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Aligning Organization with Strategy and CultureIn their book: " Executing your Strategy: How to break it down & get it done" Morgan, Levitt & Malek describe 4 traditional ways companies organize themselves depending on chosen Strategic Focus_______________________________________________________________Technology Focus & Disruptive Innovation StrategyNew technologies continue to emerge.Customers

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Value Based LeadershipWhat is the role of corporate values in strategy formulation and implementation?As I wrote in Part 2 (Strategy on-line: About this blog), values are according to Collins & Porras:"The organization's essential and enduring principles - a small set of general guiding principles: not to be confused with specific cultural or operating practices; not to be compromised for

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Employee alignment with strategySo by now you have a strategy that is "clear as crystal" and an organisation that "fits like a glove" with the strategy; but how do you get " a winning team of employees with the right competencies"?In Part 14:"Organizational alignment and building a Leadership Brand" I wrote about the importance of employing and building the right leaders throughout the

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Building a Leadership BrandIn Part 6: "Strategic Focus" I stated that: "The strategy must be clear as crystal and clearly describe how the company creates a unique position in relation to its customers and against its competitors. The organisation must fit like a glove with the strategy and a winning team of employees with the right competencies must be set. Operations must show positive figures

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Strategic LeadershipIn their recent book: "Strategy that makes sense", Mark Holst-Mikkelsen and Flemming Poulfelt summarise their findings based on a survey of 60 Danish companies, employing 45.000 people out of whom 3.300 were involved in the survey.Their conclusion is that there are 3 characteristic's in a successful strategy:The strategy must be meaningful to the organisationThere must be

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Value creation for customers, employees, partners and shareholdersClick on image to enlargeValue Innovation is the key to creating "Blue Oceans" as described in a previous post. Arthur D. Little Inc. identified in their book: "The Innovation Premium": 3 primary types of innovation that together in my opinion can create Value Innovation:Product/service innovation: The creative development and

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Blue Ocean StrategyThis post and some of the coming posts are inspired by and will use some of the key tools from Kim & Mauborgne's break-through book: " Blue Ocean Strategy". However the tools and concepts have been further developed and adapted to the particular challenges faced by Business-to-Business companies.In my earlier post: "Change the name of the game" I described how

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Strategies for different customer segmentsAs the size of your business grow you may find yourself providing different products or services to different customer segments.By customer segment I mean a group of customers sharing the same important needs - as shown in a previous post customers in a customer segment do not necessarily belong to the same industry but they share they the same need - a

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Change the name of the game"Nike are just producers of sports shoes and sports wear. They are not the only ones but they are the only ones selling the shoes the way, they do. They do not sell the shoes at all, you see. They sell the experience of using Nike, the winning experience, compressed into three words: Just do it.Stop and do something radically. You cannot just continue drifting along,

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Who are your real customers?The value chainIn business you naturally think of your customer as the one you invoice and from whom you receive your payment. But in Business-to-Business that is only partly true - your customer use or integrate your product or service in their product or service and so on until the final product is used or consumed by the end-user or consumer.If you e.g. produce

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2 ways to develop a customer focusWhat are you excellent at?Most businesses probably start by people doing what they like and consider themselves good at. But as I discussed in my previous posts in order to stay in business you must fulfil important customer needs and create more value for you customers than competition.Look at your competencies and skills and ask customers for a second

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Strategic FocusThe Strategy must be clear as crystal and clearly describe how the company creates a unique position in relation to its customers and against its competitors. The organisation must fit like a glove with the strategy and a winning team of employees with the right competencies must be set. Operations must show positive figures and the key figures must point forward to show future

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Competitive StrengthKnowing the value you create for your customers by fulfilling one or more of their important needs is not enough. You must also be able to fulfil your customers important needs better than your competitors in order to keep your customers or gain new customers.The Business Triangle© by Lars Bergendorff Business Development is an illustration of this:The important customer needs

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3 ways to create customer value The first question to ask one self in business is: “How can we create value for our customers?” (The second is of course:”… and how can we make a profit doing it?”) For now I will concentrate on the 3 ways a typical company working in the “Business-to-Business” (BtB) segment can create value for its customers: By influencing the sales price of your

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Business Strategy - definitionA Business Strategy answers the following questions:Who are our customersWhat needs of our customers do we want to fulfill?With what tools do we plan to fulfill our customers needs?A Business Strategy is supported by specific Actions Plans that are important in carrying out the Business Strategy. The Action Plans answer the following questions:What should be done?

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Strategy on-line: About this blog This blog will focus on discussing strategy formulation and implementation. Strategy is the choice of ways to best achieve long term goals and fulfil the vision of the company. Goals and vision can be reached and fulfilled and new ones set, but they are always within the overall values and mission of the company. In their remarkable book:” Built to

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Business Execution Excellence - the processBusiness execution excellence is achieved through an iterative process. Values and Mission describe the purpose and basic beliefs Vision and Long term Goals describe the ambitions. Goals & Objectives are clearly defined qualitative and quantitative results that must be achieved during the planning cycle. Strategy describes who are the customers,

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