Resources
The following articles and white papers provide the
background, context and specific steps we follow to
deliver our services, and are available free –
upon request – by completing the information in
the contact section.
“The Strategic Planning
Primer” by Dan Chenoweth. A collection
of the latest thinking from a number of experts in the
field of strategic planning – what it is and how
it can help businesses succeed.
“The Marketing Primer”
by Dan Chenoweth. Outlines the eight step Marketing
Process and provides a way to evaluate the effectiveness
of your current marketing efforts as well as a checklist
of possible new marketing ideas.
“Resilience Required”
by Dan Chenoweth. The volume, momentum and complexity
of change today have no precedent in human history.
Resilience is the key to success when individuals and
organizations are faced with unexpected change. This
white paper provides context around personal and organizational
change in today’s world. The term “resilience”
is defined along with the five characteristics of resilient
people. The Resilience Continuum self-assessment survey
helps individuals determine how resilient they are and
provides guidance on how to enhance personal resilience.
The paper concludes with tools and ideas to lead organization
change using the principle of resilience.
“Strategic Outsourcing”
by Dan Chenoweth. Discusses the methodology to determine
which organization processes or sub-processes should
continue to be performed internally and which are candidates
for outsourcing to strategic suppliers. Then introduces
the four phases in forming or developing relationships
with those suppliers
- Phase I – Getting to Know You
- Phase II – Coming to Terms
- Phase III – Harsh Reality
- Phase IV – Collaboration
“The Partnership
with People Model” by Dan Chenoweth.
Competent, committed and happy employees have a significant
impact on enhancing an organization’s reputation
with its customers. This white paper introduces the
seven phases of the employment life cycle and how taking
an integrated approach to these phases results in retaining
and motivating employees.
“The Organization
Capability Model” by Dan Chenoweth.
Discusses what it takes for exceptional, sustainable
business results including:
- The components of an effective situational analysis
- The three roles of leadership: providing motivation,
guidance and direction
- Organization alignment: why alignment is essential
between an organization’s strategy, culture
and infrastructure
“Cultural Due Diligence”
by Bob Carleton, Senior Partner, Vector Group, Inc.
Mergers and acquisitions continue to be one of the primary
vehicles for companies to grow quickly and expand nationally
and internationally. While a significant amount of time
and effort are spent on legal and financial due diligence
in proposed mergers, little time is spent on cultural
due diligence – identifying areas of potential
conflict between the cultures of potential merger partners.
Research indicates that 55%-77% of mergers fail in their
intended purpose because of “culture clash.”
This white paper explores the 12 domains of corporate
culture and proposes that parties to a merger “compare
and contrast” their cultures in each domain. Results
and possible solutions are then incorporated in the
post-merger integration plan. Outcome: increased probability
of merger success.
“The Strategic Alliance
Model” by Bob Carleton, Senior Partner
with Vector Group, Inc. This white paper details the
six phases necessary to make strategic alliances work:
- Phase 1 Clarifying Purpose: Identifying
what the organization wants and needs from a strategic
alliance. What do we stand to gain?
- Phase 2 Analyzing Parameters:
Examining the organization’s culture, its resources
and constraints, its strengths and weaknesses. What
do we bring to a strategic alliance?
- Phase 3 Choosing a Structure:
Determining the kind of cooperative agreement to pursue.
What kind of alliance will work best for us at this
point, considering both needs and risks?
- Phase 4 Choosing a Partner: Selecting
an organization that best meets strategic goals, and
complements strengths and weaknesses. What kind of
organization will work best with us?
- Phase 5 Making it Work: Managing
the alliance to effectively accomplish mutual goals.
How can both parties get the most out of the alliance
during the negotiation? The start-up? On-going operations?
- Phase 6 Taking Next Steps: Assessing
the effectiveness of the alliance and deciding whether
to continue, modify or terminate it. How are we doing
and what, if any, changes should we make?
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