Discovering and formulating your organization’s mission, vision, and values plays a critical role in your strategic planning as well as in ensuring a level of understanding among employees and customers as to what your organization stands for. Mission, Vision, and Values provides a guiding light to …
Values statements list the core principles and behaviors that guide and describe an organization’s culture. Identifying and outlining your organization’s values not only creates a benchmark for future decision-making and strategic planning, but unites your organization’s employees and …
Developing a vision statement for your organization gives you a clear idea of where you are headed and what your organization will ideally look like in the future. Ideally, a vision statement should be formulated as a shorter-term objective, providing an attainable goal and a sense of purpose and …
An organization’s mission statement defines its purpose for existing, answering the “what”, “who”, and “how” of your organization’s purpose. A mission statement not only describes your purpose to outsiders, but serves as a guide internally for your strategy and inspires change and progress.
Obstacles are inevitable when executing a strategy, but how you choose to handle them is what can make or break your plan. Properly identifying and prioritizing obstacles, and identifying actions to clear these obstacles, is critical to successfully executing a strategy.
Lessons Learned is a method of reflecting on the process of a project. It allows you to prepare for current and future projects as well to identify process improvements (Rowe & Sikes, 2006). Identifying and analyzing the lessons and outcomes from a project not only helps …
In order to realize the expected synergies and create shareholder value, organizations must prepare themselves for the myriad of risks involved in an M&A deal - from financial risks to people risks to integration risks.
Through a gap analysis, organizations identify the problems that their processes should overcome and prioritize them so that the gaps that most negatively impact meeting business needs can be addressed first.
Along with figuring out new regulations and laws, foreign business owners must overcome language barriers, cultural barriers and domestic competitors who will likely have stronger networks and a better sense of the marketplace than a foreigner ever could.
This Comprehensive Competitor Identification model allows you to identify all your organization’s current and potential competitors, whether direct, indirect, replacement, or SEO, and to create an action plan.
Whether your organization follows Lean Six Sigma, continuous improvement, or agile practices, identification and prioritization of improvement initiatives is a critical first step when undertaking a new project.
The RFP Response Evaluation & Vendor Selection model is a transparent and collaborative model that helps the evaluation teams to objectively examine the proposals and select the best one with which to move forward.
The Root Cause Analysis allows teams to identify and explore in detail the specific root cause of a problem, while providing supporting evidence at each step. This method allows teams to objectively focus on the cause of the problem.
The SWOT/TOWS (threats, opportunities, weaknesses, strengths) model helps groups develop a prioritized set of strategies and next actions to leverage their strengths and opportunities, and minimize weaknesses and threats.
The premortem, developed by Gary Klein, is a method used to anticipate project failures before they actually occur. Like a medical postmortem, it examines how a project failed – but it’s conducted before the failure occurs so there’s still time to prevent it.
During Lean and Continuous Improvement initiatives, teams are challenged to find alternative ways to design a product, a process, or solve a problem. Alternatives can be identified using the “7-Ways” approach by ‘noodling’ in Powernoodle