In managing a change project…change sponsors, agents, targets and advocates come together to deal with the myriad issues in making significant changes to an organization including resistance, culture, process, strategy and internal communication to ensure a project’s success.
In formulating a strategic vision…stakeholders articulate a strong, implementable direction which resonates inside and outside the company or organization, including helping to win financial backing.
In looking at future alternatives…executives create different scenarios around factors that are most important and most uncertain, build out the scenarios around themes, then analyze each theme for common situations that point to strategic directions.
In seeking employee ideas and participation…organization leaders tap into employee experiences in ways that yield important knowledge, build teams and align work with goals.
In integrating acquisitions…executives rationalize values, build shared visions, formulate common goals and objectives and execute specific implementation plans, all aimed at being among the 20 percent of companies whose acquisitions add value.
In planning for succession…board members and retiring CEOs take stock of their current situation and envision the future to use as prologue and guide in successfully hiring new leadership to take a company or organization forward.
In finding more time for long-term thinking…frenetic senior executives who normally spend just 3 percent of their time on such thinking, rely on an experienced hand using proven process and tools to help build a collective view of the future.
In achieving strategic advantage with new products, services…leaders, including marketing leaders, envision the ideal, write the value proposition, test the direction using a cutting-edge process which yields valuable customer or citizen input and insight.