If the directors can grasp hold of the strategic development of the business…
and have a very clear sense of their marketplace value, then success will follow. In doing so it is often more a question of “how” rather than “what and why”.
You need space and time to consider this and to emerge with a robust strategy for the next phase of the business.
My experience will help you to achieve this, whether you are £3m or £100m+. The value of the experience is in helping you discern the handful of truly important areas to take action on and then develop integrated plans that work.
My approach is based on carrying out many, many strategy reviews and strategic development plans. From this I can decide on the most appropriate ways to address your individual business development potential. I am sufficiently long in the tooth to be wary of the latest strategy model or the great claims that a “tool” will “double your success”.
- Moving from niche to more open markets.
- Product or market development issues.
- Taking on the big boys.
- Portfolio choices.
- Investment choices.
Building to last or building to sell? Essentially it is about how the collective management will effect change. Hence more often “how” rather than “what and why”. This is where we need to work together…
I have known and worked with Eric for many years. He intimately understands the challenges and realities of achieving growth and change in small to medium sized businesses.
We particularly value his perspectives on the need for organisational change if you are to achieve successful strategy implementation – and, of course, on how to make that change happen. The nub of the issues is, of course, leadership and the strategies and tactics that management teams need to adopt in order to achieve successful change. Eric excels in working with boards and senior management teams to plan and implement strategic change – making a positive impact both on how the team operates and the leadership behaviour of individual team members.
