I previously offered a rigorous process for getting a well-founded and joined-up strategic plan – capable of generating timed, adaptable action-plans across the business. But we are still…

I realise we should have laid out a robust process for developing and implementing the existing strategy before we talked last time (here) about extending that strategy. First,…

I have made the case before that successful companies do not keep changing their mind about what they do (See ‘position’ is not strategy). What follows is intentionally…

Other posts, such as this one, have explained the basics of how business performance depends on building strategic resources, such as customers, staff, products, capacity – and cash…

Learn to build the model in this post here. In today’s digital-obsessed world, it’s easy to forget that we still rely heavily on many boring old asset-intensive industries…

My last post noted the findings that, with very few exceptions, economic recessions are led by cut-backs in the corporate sector, not by households or government. And I…

UK followers may recall the Blair-Brown government (1997-2007) as an era of prosperity. So much so that Chancellor-Brown often declared that their economic policies had brought “an end…

You probably know by now that I put a very big importance on the language we use – if we are not clear exactly what it is of…

You will find endless checklists on what to do or not do for business success, but here’s a nice set of warnings from Patrick Van der Pijl. And here’s some more about each, and what we can do about them.

A partner in a top strategy consulting firm once told me … “We don’t bother with intangibles in our client work – they are undetectable, unmeasurable, and unmanageable“…