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This is what happens when people have genuine emotion

There IS a secret ingredient to mixing up a brew of remarkable customer experiences. And it's not just about your service strategy.And it's not just about the theory of customer behaviour.And it's not about "smile training" and how to overcome objections.So much is being written about how to build an effective customer experience strategy. In fact, advice and direction is raining down on organiz

Why should you say NO! to the crap you produce?

If your new strategy development process does not deal with the CRAP you need to eliminate, it will surely fail.There is no way you can renew your strategic direction, target new customers and re-vector your competitive claim if you continue to do things that were part of your old plan. You simply do not have sufficient resources and bandwidth to do it all, and even if you did, the past will crea

What happens when you get sales fast and easy?

Traditional strategic planning methodology is all screwed up.  First, it is woefully inadequate in terms of creating unique competitive advantage. The tools to define how one organization is different from their competition in a remarkable way are not provided to strategy developers.In fact the question is never asked. The conversation is replete with how to gain a market advantage but it never e

How to accelerate your organization to the highest level

If you feel your organization is hovering above the same level of performance year after year, try these 10 breakaway actions.They will give you new life.1. Renew your strategy every year if you want to avoid it becoming stale. Never assume that what got you to your present point will work going forward. Environmental conditions change; an organization's strategy must as well.2. Focus your time

This what happens when you plan way too much

We spend far too much time planning what we intend to do as an organization and not enough time figuring out how we will get there. The challenge is expressed a number of ways but I think Peter Drucker nailed it when he said "The biggest challenge for most businesses is executing well - not devising helium-filled plans for reaching the next level."How true. But this has been said over and over fo

Why is best in class really not very helpful?

I am not a fan of benchmarking.The practice of picking "best in class" and trying to copy what they do (a "best practice") in hopes that whatever benefits they realize will fall to you is a risky business.Here are a few questions I have for those who choose to "follow the leader".Who decides who is best in class? So-called (and often self proclaimed) experts in a particular organizational function

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