Sharpen the strategic choices
Strategy is not complex. The best strategies are simple because of their insightful and clearly articulated choices about the future. But making choices and executing the strategy is hard.
Mergers & Acquisitions
M&A processes are often complex and tend to be detached from corporate strategy and day-to-day operations. To maximise the value of M&A activities, these processes must be integrated.
By aligning your company’s organisational design with its strategic intent, your management team will be better equipped to achieve targets and help push the company forward to meet new challenges.
Exploiting new opportunities for growth requires deep customer insights and a fresh look at the components of your business model. Tweaking existing products and services will merely bring you incremental returns, while winning growth strategies are powered by the will to rethink business models.
In his latest book, What Matters Now, Gary Hamel has made one of the most insightful contributions to how we take management and leadership into the 21st century.
Roger Martin is a Canadian-born thought leader and former dean of the Rotman School of Management at the University of Toronto.
What we all saw as an endless row of crises was in fact a new normality of an increasingly globalised and turbulent world.
Corporate theatre or real strategy?
There’s a common belief that strategy happens at management level, leaving everybody else to take care of the execution. The reality is that execution involves a series of key choices that are just as important as the strategic choices
5 things we should consider when strategising
Albert Einstein couldn’t have put it better when he said: “Insanity is repeating the same mistakes and expecting different results.” At Implement, we have embarked on a journey to make strategy simpler, more engaging and more effective.
New times – new strategy processes
Established industries in many western countries have reached the peak of their life cycle and are challenged by significant structural changes and/or international companies that are better equipped to succeed in their respective markets.
Turbulence is here and is here to stay. Any attempt to ignore it will be futile. The way forward is to embrace the opportunities in turbulent environments and build an agile organisation.