If you're the Owner or CEO of your organization, or possibly the Operations Manager, how do you transition from good to great in terms of implementing planned actions that add value to your organization - moving forward to capture the opportunities of tomorrow?
Ingredients for creating a strategic framework
Three essential ingredients are innovation, persuasiveness and a thirst for strategic change. You have to balance existing operations against the key attributes of your organization's strategic thinkers (including yours). You have to encourage innovation and risk taking. I've always heard that if you want to be big, you have to think big. The same applies in transitioning from being buried in your ongoing activities, to being proactive - becoming a champion for strategic change.
What happens when you start thinking strategically as an organization?
For example:
One of the key themes in today's market is the "Green" economy.
Would tapping into "Green" be strategically sound? Is there a fit for your organization? Be proactive - make business connections to identify lucrative new ideas and markets within this emerging sector. Learn how other businesses in the industry are capitalizing on success in the green economy.
Have you tapped into your local community?
Every month across the Globe, hundreds of entrepreneurs take on the risk of starting new businesses - everything from cleaning services to concrete manufacturers. Many of them will need the services you sell, but will they buy from you? Not if you don't have a strategic marketing plan to offer solutions that reach up, down and across your organization.
Capturing opportunities shouldn't be hit and miss, rather an integral component of a business plan to take your organization to the next level.
Ingredients for creating a strategic framework
Three essential ingredients are innovation, persuasiveness and a thirst for strategic change. You have to balance existing operations against the key attributes of your organization's strategic thinkers (including yours). You have to encourage innovation and risk taking. I've always heard that if you want to be big, you have to think big. The same applies in transitioning from being buried in your ongoing activities, to being proactive - becoming a champion for strategic change.
What happens when you start thinking strategically as an organization?
You begin to understand the needs and expectations of your customers
Your internal departments rise to greater readiness and competitiveness
You anticipate and innovate strategies to link vision to core capabilities
You recognize opportunities to influence and create alliances
You develop persuasive skills
Your internal departments rise to greater readiness and competitiveness
You anticipate and innovate strategies to link vision to core capabilities
You recognize opportunities to influence and create alliances
You develop persuasive skills
For example:
One of the key themes in today's market is the "Green" economy.
Would tapping into "Green" be strategically sound? Is there a fit for your organization? Be proactive - make business connections to identify lucrative new ideas and markets within this emerging sector. Learn how other businesses in the industry are capitalizing on success in the green economy.
Have you tapped into your local community?
Every month across the Globe, hundreds of entrepreneurs take on the risk of starting new businesses - everything from cleaning services to concrete manufacturers. Many of them will need the services you sell, but will they buy from you? Not if you don't have a strategic marketing plan to offer solutions that reach up, down and across your organization.
Capturing opportunities shouldn't be hit and miss, rather an integral component of a business plan to take your organization to the next level.
