Strategic plan vs business plan learn the difference

Strategic Planning vs. Business Planning. Yes, There’s a Difference.

Too often when companies embark on a strategic plan, the results are disappointing. A common error involves assembling a long-term business plan, calling it a strategic plan, and complaining about how the exercise is mostly ‘financial,’ with limited use beyond the one-time rollup.  So, what’s causing these frequent unsatisfactory results?

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Using competitive intelligence in developing business strategy

Are You Competitively Intelligent? You Should Be, If You’re Shaping Business Strategy

Strategy is all about choice. At its foundation, business strategy comes down to decisive prioritization of what your organization will and won’t do in order to achieve its desired goals and outcomes. Landing on the choices and priorities that underpin any strategy requires insights inherently formed by a number of factors including the integration of competitive intelligence, which in our experience is often neglected or even discredited.

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IT Infrastructure modernization

Modernizing IT Infrastructure In Support of Your Business Strategy

Beyond upgrading and reducing redundancies of an IT Infrastructure that is outdated, incorporating any (or all, if appropriate) of our recommended foundational areas into your IT infrastructure-layer strategy promises greater agility, scalability, cost-effectiveness, and security, while also helping your business deliver on its down-selected imperatives.

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strategy-execution accelerate scale your strategic imperatives

Accelerate and Scale Your Most Important Initiatives, Efficiently

Let’s assume you’ve worked through your strategic imperatives with decisive prioritization, calling out what you clearly will and will not invest in for the next 12-18 months, as part of your 3-year (+) aspirations. From those few decisive strategic imperatives, you have an execution mandate for both in-year initiatives and multi-year executions. Typically, at least a portion of those imperatives requires significant changes or new processes within your operations.

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Merging Corporate Cultures is Hard. Here’s How to Improve the Odds.

Newly merged cultures have the very real potential to negatively impact employee morale, stymie collaboration, and far worse, diminish the quality of employee interactions with customers, vendors, and others outside the organization, impacting business results. So why is merging corporate cultures more challenging today than it’s ever been?

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Extension Mergers: Secrets to Success in Industry Roll-ups

HPA Senior Advisor Alex Nesbitt’s valuable insight on extension mergers continues. Read Part 2 here.

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2019 Berkshire Hathaway Annual Meeting: Does Warren Still Have “It”?

Many of you know of my deep admiration for all things Berkshire Hathaway, including for Chairman and CEO, Warren Buffett and Vice Chairman, Charlie Munger. Over the past several years, I’ve spent a likely unreasonable amount of time thinking about BRK and I’m profoundly committed to understanding how it makes so (so so) much money, and what might be next for them.

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Extension Mergers Why Roll-ups Succeed or Fail Alex Nesbitt

Extension Mergers: Why Roll-ups Succeed or Fail

Extension mergers, often referred to as roll-ups, have historically been one of the most successful business growth models. Whether pursued to extend geography, markets, products, or some combination of these, such mergers focus primarily on revenue synergies. They have fueled impressive growth for companies like Cisco and IBM, who have used their extensive sales and distribution networks to, in turn, drive sales of products from hundreds of small acquisitions.

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IT Strategy Importance of Long-Term

Future Matters: The Importance of Developing a Long-Term IT Strategy

Simplifying and thereby becoming more strategic with your IT is a multi-year, enterprise-wide effort that incorporates standardization, optimization, automation, and, as appropriate, virtualization and cloud migration of an organization’s infrastructure, application, and business process layers. The goal is to boost performance efficiently while mitigating compliance and security risks, facilitating new strategic capabilities, and freeing up budget for more strategic spending.

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Major Changes: Ensuring Organizational Buy-In

Obtaining organizational buy-in for major transitions in any organization is a Herculean endeavor, but it can be achieved with a thoughtful approach that considers many factors, including change definition to bi-directional dialogue,  multi-faceted guiding coalitions and communications leads, and incentives. Before you take on the next major change effort, consider these elements.

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