For companies in the midst of transformation, a Project Management Offices (PMO) is typically viewed as a necessary expense that should be run as lean as possible. However, we believe a well-run Project Management Office has the power to bring structure, focus, and speed to enterprise-wide change initiatives and process improvements.

An impactful Strategic Plan centers on making strategic choices around a company’s most critical go-forward imperatives, and then aligning its executive team and resourcing around those decisive imperatives.

If your company is contemplating a strategic planning effort, HighPoint Associates recommends four core principles to help sidestep pitfalls and get meaningful value out of the effort.

It cannot be emphasized enough that corporate strategy must be developed with Business Unit leadership involvement. Here we discuss how corporate leadership and Business Units can promote mutual understanding and alignment with the enterprise strategy at each level.

In Part 2 of his article on post-merger integration, HPA Senior Advisor Alex Nesbitt outlines eight principles that impact how well the merger integration plays out.

Within any organization, groupthink can be detrimental if it stymies creativity and innovation, discounts individual opinions, inhibits engagement, and undermines moral. While the semantics may appear to be similar, having a cohesive mindset is something quite different. Ensuring your organization shifts its old identity to the new identity takes some effort. Here we discuss a framework to promote success.

HPA Senior Advisor Alex Nesbitt explores key themes in laying the foundation for post-merger success, and establishes that an understanding of what the combined entity must achieve at the outset directly impacts merger results.

Some business tools are so simple, it’s easy to be suspect of their effectiveness. RACI, a responsibility and decision clarification matrix that brings both structure and accountability to projects and processes, is one of them.

All roads lead to data. Or rather, when it comes to insightful decision-making, optimizing operations, reducing costs, and outperforming competitors, all roads lead with data.

There is broad agreement that the U.S. healthcare market has structural challenges that need correcting: Cost of healthcare is the highest in the world and has been growing faster than GDP for decades. So, what should a healthcare provider, payer, or services and technology company do to win in this evolving landscape? How should a healthcare player develop its call-to-action?

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?