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  • I Advice - Successful Organizational Leadership: Effective Execution through Strategic Alignment

    B2B Small Business Product and Service Content Branding
    Products and services sell because of the benefits they offer to small business owners. An information sheet tends to focus on the features of a product or service, but an article gives you an opportunity to integrate those features with benefits of value to the bottom line success of your small business marketplace.What is it that your products or services help a small business accomplish? Frame up the content of your small business article with ideas and methods your product or service impacts. For example, don't talk about the latest technical innovation of your product, but discuss the area of specific function of small business your product relates to.Keep your article content short and
    spreadsheet files. Yet not much happens in terms of actual deliverables! Ambitious year-end targets are missed. Improvement curves keep being shifted to the right, until the scenario at the beginning of this article is r
    The One Thing You Must Know About Internet Marketing
    “So what do you do?” I’m casually asked as I pay for my meal at a local restaurant. I’ve heard this question a thousand times before and each time I’m tempted to say something simple, something easy. Sometimes I say I’m a writer. Other times I’m a business consultant. Once I even said I was a web designer. But do you wanna know the truth?I’m none of those. And yet, at the same time, I’m all of them. You see I work full time from home in what is casually called by insiders the “Internet Marketing” niche. It’s not as pretty as some people make it out to be. In fact, some days it’s downright ugly.Most people outside of a handful of us don’t know the lingo, the terminology, nor the hype that goes
    It is an all-too-familiar scenario. Corporation X misses badly on its commitments several quarters in a row and the stock plummets. As a result, the Board loses confidence, the CEO “resigns,” and a new CEO is appointed who immediately announces a sweeping restructure of the corporation.

    In the past few years, papers have been inundated with such reports. Even at corporations where top-level executives show signs of “vision” and have articulated what seems to be a sound business strategy on paper, results fall short of expectations.

    We have all been there at one point or another in our careers. The leadership team spends long hours agreeing on a 3- or 5-year strategy to improve the performance of the business. Management teams work equally hard to come up with supportive annual budgets. Both teams populate long PowerPoint presentations and well-built, exhaustive spreadsheet files. Yet not much happens in terms of actual deliverables! Ambitious year-end targets are missed. Improvement curves keep being shifted to the right, until the scenario at the beginning of this article is re

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    o immediately announces a sweeping restructure of the corporation.

    In the past few years, papers have been inundated with such reports. Even at corporations where top-level executives show signs of “vision” and have articulated what seems to be a sound business strategy on paper, results fall short of expectations.

    We have all been there at one point or another in our careers. The leadership team spends long hours agreeing on a 3- or 5-year strategy to improve the performance of the business. Management teams work equally hard to come up with supportive annual budgets. Both teams populate long PowerPoint presentations and well-built, exhaustive spreadsheet files. Yet not much happens in terms of actual deliverables! Ambitious year-end targets are missed. Improvement curves keep being shifted to the right, until the scenario at the beginning of this article is r

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    articulated what seems to be a sound business strategy on paper, results fall short of expectations.

    We have all been there at one point or another in our careers. The leadership team spends long hours agreeing on a 3- or 5-year strategy to improve the performance of the business. Management teams work equally hard to come up with supportive annual budgets. Both teams populate long PowerPoint presentations and well-built, exhaustive spreadsheet files. Yet not much happens in terms of actual deliverables! Ambitious year-end targets are missed. Improvement curves keep being shifted to the right, until the scenario at the beginning of this article is r

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    Research shows that over 75% of businesses are increasingly experiencing unexpected unavailability of their critical business systems due to IT security intrusions(2).There are many components to consider when developing and implementing a security plan to protect your company's data and systems including virus scanning, firewalls, protecting wireless network, encryption, installing patches, and actively monitoring for intruders. There is no one-size fits all strategy, but there are some basic elements that companies should adhere to when it comes to IT security.1. Management Support:The first step is ensuring that your senior management team understands and supports the value of a so
    3- or 5-year strategy to improve the performance of the business. Management teams work equally hard to come up with supportive annual budgets. Both teams populate long PowerPoint presentations and well-built, exhaustive spreadsheet files. Yet not much happens in terms of actual deliverables! Ambitious year-end targets are missed. Improvement curves keep being shifted to the right, until the scenario at the beginning of this article is r
    Brand Management: Customer vs. Employee
    When it’s all said and done, all you’re truly left with at the end of the day is your company’s brand and what your brand stands for in the minds of both your customers and employees. But do you manage your company brand for the benefit of both constituencies: customers and employees?Most companies that I consult with focus their brand management efforts solely on the customer. But if you’re really serious about differentiating your brand from your competitors, then I suggest that you begin to manage and think about your brand from a dual, yet fully aligned point of view: customers and employees.Your brand, be it appliances, electronics, automobiles, clothing, etc. serves as a powerful magne
    spreadsheet files. Yet not much happens in terms of actual deliverables! Ambitious year-end targets are missed. Improvement curves keep being shifted to the right, until the scenario at the beginning of this article is realized. Now the process for restructure of the corporation begins.

    Questions immediately arise as to why these events occur so often and include:

    • What has gone wrong and why?
    • Are the goals too aggressive?
    • Are the visions and/or strategies inadequate?
    • Are middle managers unable to execute?
    • If the answer is yes to all these questions, then why is it so?

    All are good questions, and many have been extensively addressed with proposals on how to find corresponding solutions. Based on my experience, however, a key element that needs to be addressed is the importance of strategic alignment.

    What is strategic alignment?

    Strategic alignment can be described as the linkage between the goals of the business, which quantify the progress of the implementation of the strategy towards the vision, and the goals of each

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