Plan For Planning
Strategic planning is a critical activity performed each year to map out the future of a company be it for the next year or the next three years. Standardizing on a repeatable and scalable mechanism to guide the planning process only makes sense, but this is certainly not the case today where we see the gap between goals setting and execution widening costing companies billions of the bottom line - according to studies conducted by McKinsey, Deloitte and many other leading researchers. My 5-step approach - Plan for Planning - is used to help leadership teams get on the same page and stay there as my proprietary platform targa.ai is used to guide the process, capture the data and used as a left behind to help leaders keep a finger on the pulse organizational performance going forward.
Value Component System (VCS)
As competitive and market conditions change at light speed, leaders struggle to effectively stay connected to the needs, wants, and desires of customers both internal and external. The main reason for this: there is no effective way to connect the dots between value produced and value perceived by customers in a one-to-one relationship. Created to do just that, VCS divides the value-driving assets of an organization into six categories and then aligns the assets into four value components which in the end produces a what I dubbed a customer-connected culture.
OPIC Sales System
As markets change at light speed in the age of collaboration, sales leaders are constantly looking for new and better ways to up their game. OPIC (objective, position, interest, commitment) is a field-harden sales system that I invented and updated over the years. It has been successfully applied in large and small sales teams, corporate account teams, sales support teams and to help executives be better sales people. Used in conjunction with my Value Component System, it helps sales teams to be better prepared to manage the contact to contract sales cycle.
Define Vision. Execute Strategy.SM
Strategic planning is a critical activity performed each year to map out the future of a company be it for the next year or the next three years. Standardizing on a repeatable and scalable mechanism to guide the planning process only makes sense, but this is certainly not the case today where we see the gap between goals setting and execution widening costing companies billions of the bottom line - according to studies conducted by McKinsey, Deloitte and many other leading researchers. My 5-step approach - Plan for Planning - is used to help leadership teams get on the same page and stay there as my proprietary platform targa.ai is used to guide the process, capture the data and used as a left behind to help leaders keep a finger on the pulse organizational performance going forward.
Value Component System (VCS)
As competitive and market conditions change at light speed, leaders struggle to effectively stay connected to the needs, wants, and desires of customers both internal and external. The main reason for this: there is no effective way to connect the dots between value produced and value perceived by customers in a one-to-one relationship. Created to do just that, VCS divides the value-driving assets of an organization into six categories and then aligns the assets into four value components which in the end produces a what I dubbed a customer-connected culture.
OPIC Sales System
As markets change at light speed in the age of collaboration, sales leaders are constantly looking for new and better ways to up their game. OPIC (objective, position, interest, commitment) is a field-harden sales system that I invented and updated over the years. It has been successfully applied in large and small sales teams, corporate account teams, sales support teams and to help executives be better sales people. Used in conjunction with my Value Component System, it helps sales teams to be better prepared to manage the contact to contract sales cycle.
Define Vision. Execute Strategy.SM