Monday, August 31, 2009

"Within three (3) weeks of arrival, present a detailed and comprehensive business plan for strategic growth including financial projections"

Now this is "onboarding" on steroids. At least they are honest, but if they really think anyone can prepare a full plan for a business which is new to them in three weeks, they clearly do not understand the issues. Incidentally, the company is a large healthcare provider.

Wednesday, August 26, 2009

Superb Implementation helps a 180 year old Fortune 50 company, P&G, thrive

Procter & Gamble is, by the standards of the Fortune 500, an old company. Yet it is a large and growing company. From time to time, the company seems to have lost its way strategically. However, a new leader, and that is another story, arrives to re-focus the company in the right direction. So how does the company make it through these aimless times? It is very clear that it is a consistent and remorseless emphasis on superb execution. No detail it too small. No avenue unexplored for options. The company does better with a bad or no strategy than any other in existence. The secret is no secret, yet it is more difficult for a competitor to copy than any strategy or technology ever devised.

Monday, August 03, 2009

Public Libraries are valuable to Job Seekers

Public Libraries around the US are improving their services to job seekers. Not only do they have amazing databases and publications - some available from home - but they also have seminars, networking meetings, and a few even have professional career coaches. All of this is available at no cost at all. While the New York Public Library is fantastic, so is Fresno, and Piscataway!

Librarians are eager to help. Many have skills they rarely use, and love to show off what they can find out. I know people who have received company and market profiles as well as introductions to local experts. Most people are not fully aware of the capabilities on offer.

Sunday, August 02, 2009

How not to turnaround a business

Many smart people and companies try to turn around a business, whether one they have owned a long time, or recently bought. I three biggest reasons for failure are: inadequate funding or resources; going against the heritage positioning; and failure to learn from the past, the one over-riding reason is hubris. Frequently, there is no recognition of difficulty or that anyone else can teach us anything. If a company does not suffer from this, then once an effective strategy is in place, the next failure is in execution, such as a tendency to cut corners, or to make people who have never done it before the responsible ones. It can be done, but is rarely done as well as it could be.