How To Cascade Your Strategic Plan Throughout Your Organization

Once a strategic plan is created at the highest level of an organization, there is a great need to cascade the strategic plan throughout all areas of the business. With larger and mid-sized organizations, you have to work on bringing the plan down to the secondary, tertiary, and all other levels of the organization.

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You Can’t Do It All: How to Create a Strategic Action Plan

We were having a conversation about strategy execution with a customer a couple weeks ago when they made a really salient point: “We just want to make sure we are evaluating ideas we have for strategic initiatives in a way that identifies and prioritizes high-impact projects.”

It’s a common problem. When faced with all of the things that you could do, how do you prioritize and select the initiatives and actions that will provide the best results?

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Strategy Planning: The Emergence Of Strategic Self-Directed Teams

The World Wide Web

Early in the 1990’s, the “web” was fully released to the world. It was fundamentally a collection of linked hypertext documents, indexed and accessible to a vast number of networked computers. For many, the internet ushered in the “information age” a new way of working and thinking.

Recognizing Expertise and Autonomy

Perception of employees completely changed: information age workers are seen as ‘thinkers’ rather than ‘doers’. There is an expectation that individuals be ready to take responsibility for planning, executing and solving their own problems.

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Understanding Strategic Meetings Management

According to the GBTA groups and meetings committee, Strategic Meeting Management (SMM) is the management of enterprise-wide meeting-related processes, spend, volume, standards, suppliers and data in order to achieve measurable business objectives that align with the organization’s strategic goals/vision, and deliver value in the form of quantitative savings, risk mitigation and service quality.

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Business Management Strategies For The Entrepreneurially Challenged

These days, anyone can start a business, which has both its upsides and downsides at the same time. Everyone should have an equal opportunity to create a unique product or a brand, but the market quickly becomes saturated with all kinds of things. Sometimes the good just can’t manage to make its way up and distinguish itself from the mediocre and bad.

With the growing trend of various start-ups, most of those business ideas are hit-or-miss, which means that there’s a high possibility that your company will quickly become a thing of past, as soon as something goes south. 

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Strategic Management in Fashion

The core of strategic management taught in Business Schools around the world is Professor Michael E Porter’s five forces, along with his seminal article “What is Strategy?” The aim of this approach is to achieve competitive advantage that has some durability and longevity. Two approaches achieve this. One is to be more effective as a company, by undertaking different activities; the other is to be more efficient as a company by using different approaches, to a similar end as your competitor.

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Managerial Leadership Is the Critical Link between the CEO and the Front Line

When a strategy or a major initiative within an organization fails to deliver the desired results, it’s easy to get sucked into a blame game between the departments. However, the fault often lies in poor management and a weak link between the CEO and the front line employees. The poor delegation of work, micromanaging employees and not nurturing accountability are among the factors that can contribute to the lack of success of an organization.

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Strategy & Performance in Olathe, KS and Durham, NC

At the 2019 Transforming Local Government Conference, our own Laura Chandler had the opportunity to participate in a podcast with Ed Foley from the City of Olathe and Josh Edwards from the City of Durham to discuss how they manage performance, track data, and more to achieve their strategic visions.

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Gaining a different perspective and discovering new influences on success are ideal outcomes of a robust strategic planning process. However, they don’t have to be packed away as you document your plan and move into implementation. The teams that immediately work to change their operational planning to include newly discovered external influences are better able to sustain strategic focus and accelerate performance against strategic goals.

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Use Balanced Scorecard for effective strategic implementation

Emerging out of the worst economic downturn in its history, Tolko Industries Ltd. was facing serious challenges. Tolko is one of the leading manufacturers of a wide range of forest products for customers around the world. It is a 60 years old company. Tolko’s prior strategy relied almost exclusively on sales to the U.S. and its sales dropped during the subprime crisis of US in 2007. The 3,500 employees were depressed by layoffs, and the company was challenged to retain good people.

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