Strategy, Planning, and Budgeting

Strategy, planning, and budgeting are the three pillars that hold up a successful business. These aren't separate pieces, but rather interlocking parts that guide a company's actions and resource allocation.

Understanding how these elements fit together is essential for managers and business leaders who want to see their company thrive.

The Connection Between Strategy, Planning, and Budgeting

In simple terms, strategy is the big picture. It's a roadmap that outlines what the organization wants to achieve in the long run and how it plans to get there. It considers the competition, identifies good opportunities, and plays to the company's strengths while addressing weaknesses.?

Strategic decisions involve choosing markets to serve, defining the company's value proposition to customers, and determining what distinguishes it from the competition.

Planning takes that big-picture strategy and breaks it down into specific steps. It's about setting goals, figuring out what needs to be done to achieve them, and outlining the order in which things need to happen. Planning looks ahead by trying to predict what might happen, considering different possibilities, and setting both short-term and long-term objectives.

Budgeting takes that planned-out strategy and puts a dollar amount on it. It's about assigning resources, like money, people, and time, to the different objectives outlined in the plan. Budgeting is where things get real. It translates the ideas from strategy and planning into concrete financial terms and specific actions.?

By creating a budget, the organization commits to specific financial targets and sets the stage for tracking progress and ensuring things stay on track.

Evolution of Strategic Management: From Production to Market-Based Strategies

Strategic management has changed a lot over time. Early on, businesses were in a growth spurt, like the Industrial Revolution. There was so much demand for products that companies couldn't keep up. Their biggest challenge was making more stuff. So, their strategies focused on getting things out the door faster, cheaper, and better. The goal was simple: make more to sell more.

Then, things changed in the late 1970s and early 1980s. The economy went through a rough patch, and suddenly, there were more products than people wanted. Businesses weren't facing a shortage of customers anymore; they were facing a crowd of competitors all fighting for the same shrunken market. Companies needed a new strategy, not to make more but to win over customers who weren't sure who to buy from.

In 1984, a strategist named Michael Porter published many important ideas. He said companies shouldn't just focus on efficiency and understanding the market and competition. He gave businesses tools to analyze their competitors and determine how to position themselves for success. It wasn't just about being good at making things anymore; it was about being smart about how you sell them.

The important lesson here is that business strategies aren't set in stone. They need to change and grow along with the economy, technology, and what society needs and wants. Like those early businesses that had to adapt from making a lot of stuff to competing for customers, companies today must keep their strategies up-to-date to stay ahead.

Porter's Market-Based Theory of Strategy

Michael Porter's market-based theory of strategy, introduced in his seminal work "Competitive Strategy" in 1984, has become a cornerstone in strategic management. Porter's framework provides a robust tool for analyzing the competitive environment and guiding corporate strategies in various market conditions. Its relevance endures in modern business strategy because it offers a clear, analytical lens through which companies can face enormous competition.

Market Evaluation: The Five Forces Framework

The Five Forces Framework is at the heart of Porter's theory, a method for evaluating a market's competitive intensity and attractiveness. These forces shape every industry's structure and, in turn, determine the rules of competition and strategies for profit potential.

• Threat of New Entrants: This force examines how easy or hard it is for someone new to start a similar business and compete with existing companies. Barriers to entry, such as capital requirements, access to distribution channels, and economies of scale, can protect established players from new entrants.
• Bargaining Power of Suppliers: This examines suppliers' influence on the industry. The fewer the suppliers or the more unique the product, the more power a supplier holds, which can impact the costs and pricing for companies within the industry.
• Bargaining Power of Buyers: Here, the focus is on customers' impact on the industry. The more options customers have, the greater their power to demand lower prices or higher quality.
• Threat of Substitute Products or Services: It assesses the ease with which customers can switch to a competitor's product or service. The more viable substitutes available, the more likely companies will have to compete aggressively on price and features.
• Intensity of Rivalry Among Existing Competitors: It reflects the extent of competition among existing firms. Intense rivalry leads to price wars, advertising battles, and product innovations, affecting profitability.

Porter later introduced a sixth force, The Role of Complementary Products and Services, which considers how related products influence industry dynamics.

Market Positioning: Quality vs. Cost-Effectiveness

Companies must decide on their market positioning after evaluating the market through the Five Forces. It involves choosing a value proposition that distinguishes them from competitors. Porter identified two primary types of competitive advantages: cost leadership and differentiation.

• Cost Leadership (Example: Walmart): Companies pursuing cost leadership aim to be the lowest-cost producer in their industry. By achieving high efficiency, they can offer lower prices to customers, targeting a broad market. Walmart exemplifies this strategy by leveraging its vast distribution and purchasing power to offer low prices.
• Differentiation (Example: Mercedes-Benz): Alternatively, companies can pursue differentiation by offering unique products or services that command a premium price. Mercedes-Benz, for instance, differentiates itself through superior engineering, brand prestige, and customer service, targeting consumers who value these attributes over cost.

Value Chain Analysis: Aligning Processes with Value Proposition

The third pillar of Porter's theory is Value Chain Analysis, which breaks down a company's activities into strategically relevant pieces. The idea is to examine each activity's contribution to the firm's relative cost position and the value delivered to customers.

• Primary Activities: These include inbound logistics, operations, outbound logistics, marketing and sales, and service. Each activity should be optimized to contribute to the firm's value proposition.
• Support Activities: These encompass firm infrastructure, human resource management, finance, technology development, and procurement. They support the primary activities in creating value.

The alignment of these activities with the chosen competitive strategy (cost leadership or differentiation) ensures that the company operates cohesively toward delivering its value proposition. For instance, if a company like Mercedes-Benz chooses differentiation based on quality, every part of its value chain, from design to after-sales service, should reflect this commitment to quality.

The Critical Role of Budgeting in Strategy Implementation

Budgets are fundamental to turning business strategies into reality. They directly link the ideas in strategic planning and the practical steps needed to achieve them. Without a budget, strategies are just vague concepts. However, with a budget, they become clear plans with specific actions.??

Business leaders and managers need to understand how important budgets are in carrying out strategies. By creating a budget, they can effectively translate their ambitious visions into results that can be tracked and measured.

Integrating Budgeting with Strategic Planning and Market Positioning

Budgeting is deeply intertwined with strategic planning and market positioning. It's a reality check, ensuring that the ambitious plans and market strategies devised are grounded in financial feasibility. When a company identifies its market positioning—whether competing on quality like Mercedes or on cost like Walmart—it must align its resources accordingly.?

A company's budget decides how much money it can spend on developing new products, advertising, and other important things to succeed in the market.

• Strategic Planning Alignment: Budgeting reflects the company's strategic priorities. It assigns financial resources to various initiatives, ensuring alignment with long-term goals. A well-structured budget directs funds toward activities that enhance competitive advantage and market positioning.
• Market Positioning Support: Budgeting supports market positioning by earmarking resources for the necessary activities to achieve the desired brand perception. For instance, luxury brands like Mercedes allocate significant funds to research, development, and marketing to maintain their high-quality image.

Importance of Budgeting Techniques in Strategy Execution

Effective budgeting techniques are instrumental in turning strategic plans into reality. They provide a framework for assessing the financial implications of strategic decisions, enabling managers to make informed choices.

• Zero-Based Budgeting: This approach requires managers to justify every dollar in their budget, starting from zero. It means spending follows the organization's important plans for the future, not just how much was spent in the past.
• Activity-Based Budgeting: This technique links budgeting to the activities that drive costs, providing a more granular view of how resources are consumed for strategic initiatives.
• Flexible Budgeting: Flexible budgets adjust for changes in business activity levels, allowing companies to remain agile and responsive to market conditions, essential for maintaining strategic alignment.

Consequences of Poor Budgeting in Strategic Planning

Inadequate budgeting can derail strategic plans and lead to suboptimal outcomes. Here are a few examples illustrating the potential consequences:

• Underfunding Strategic Initiatives: Key projects may receive insufficient funding without adequate budgeting, limiting their effectiveness and jeopardizing strategic objectives. For instance, if a company aims to enter a new market but underestimates the required marketing budget, it may fail to gain traction.
• Resource Misallocation: Poor budgeting can lead to resource misallocation, diverting funds from critical strategic areas to less impactful initiatives. Misallocation can weaken a company's competitive position and erode its market share.
• Financial Overextension: Overly ambitious budgeting without proper risk assessment can lead to financial overextension, where a company commits more resources than it can afford, risking its financial stability.

Strategic Planning and Shareholder Value Maximization

Strategic planning in business management serves the overarching goal of maximizing shareholder value. The concept underscores that a company's primary objective is to increase its shareholders' wealth by appreciating stock prices and dividend payouts.?

Effective strategic planning aligns a company's resources and actions with this objective.

The Primacy of Shareholder Value Maximization

Shareholder value maximization is the fundamental metric for evaluating a company's success. It reflects a firm's performance in delivering returns to its shareholders, an essential indicator of its financial health and market position.?

By maximizing shareholder value, companies prioritize sustainable growth, operational efficiency, and strategic investments that promise long-term gains over short-term profits.

Strategic Alignment with Shareholder Interests

Strategic planning gears every company's operations toward creating shareholder value. It involves making decisions that balance risk and reward, optimize capital allocation, and enhance the firm's competitive advantage.?

Whether entering new markets, innovating products, or optimizing operations, each strategic move is evaluated based on its potential to contribute to shareholder wealth.

Valuation Techniques in Strategic Planning

Understanding a company's current and potential future value is vital in strategic planning. Valuation techniques provide a quantifiable measure of a company's worth, offering insights into its financial health, market position, and growth prospects.

• Discounted Cash Flow (DCF): This method estimates a company's value based on the present value of its expected future cash flows. It's a forward-looking valuation method that helps assess the viability of strategic decisions that will impact future profitability.
• Comparative Company Analysis: This method compares a company with its peers regarding various financial metrics. It provides a relative valuation and insights into the company's performance in its industry.
• Economic Value Added (EVA): This approach calculates the value created beyond the required return of the company’s shareholders. It helps in understanding whether the company is generating value above its cost of capital.

Endogenous and Exogenous Strategies for Value Maximization

Strategic initiatives aimed at maximization can be categorized into endogenous and exogenous strategies, each focusing on different aspects of growth and value creation.

Endogenous Strategies

Endogenous strategies focus on internal growth and efficiency improvements. They include:

• Operational Efficiency: Streamlining operations to reduce costs and improve margins.
• Product Innovation: Developing or improving new products to capture additional market share.
• Market Penetration: Deepening presence in existing markets to enhance sales and customer loyalty.

These strategies are centered on leveraging the company's internal strengths and capabilities to drive growth and value creation.

Exogenous Strategies

Exogenous strategies involve external actions and market dynamics, such as:

• Market Expansion: Entering new geographical or product markets to diversify revenue streams.
• Integrations: Businesses sometimes join forces with other businesses by buying them (acquiring) or joining together to make a new, bigger company (merging).
• Strategic Alliances: Teaming with other businesses to combine your strengths and create better customer solutions.

These strategies extend beyond the company's internal environment, tapping into external opportunities and competitive dynamics to maximize shareholder value.

Decision-Making and Resource Allocation in Strategic Planning

In business management, decision-making, and resource allocation are pivotal processes that drive a company's strategic direction and operational effectiveness.?

These processes are inherently tied to maximizing shareholder value. They require meticulously evaluating strategic alternatives and judicious resource allocation to ensure that every decision contributes to the firm's long-term success.

Selecting Viable Strategic Alternatives for Value Maximization

Decision-making in strategic planning involves identifying and assessing various strategic alternatives, each potentially impacting shareholder value. Such assessment requires a deep understanding of the company's competitive environment, internal capabilities, and market opportunities.

Steps in Evaluating Strategic Alternatives

• Identification: Enumerate possible strategies that align with the company's objectives and market position.
• Analysis: Employ analytical tools and frameworks to evaluate the potential impact of each strategy on shareholder value.
• Comparison: Compare the alternatives based on expected return, risk, alignment with company goals, and resource requirements.
• Selection: Choose the strategy or combination of strategies that promise the highest value creation for shareholders.

The Role of Budgeting in Strategic Decision-Making

Budgeting is essential in the decision-making process. Budgets provide a financial blueprint that outlines the implications of various strategic choices. It allows managers to quantify their strategic plans, assess their feasibility, and align them with the company's financial goals.

Functions of Budgeting in Decision-Making

• Feasibility Analysis: Budgeting helps determine whether a strategic initiative is financially viable and sustainable.
• Resource Allocation: The budget guides the allocation of resources to strategic initiatives that offer the best value return.
• Performance Monitoring: Budgets establish benchmarks for monitoring the performance of strategic initiatives, enabling adjustments as needed.

Examples: Impact of Budget-Based Decision-Making

Example 1: Tech Company Expansion

A tech company contemplating expansion into Asian markets decides to use detailed budgeting to assess the feasibility of this move. The budgeting process reveals that while the upfront investment is substantial, the long-term revenue projections and market share growth justify the decision. The company could significantly increase global revenue and market presence post-expansion, validating the budget-based strategic decision.

Example 2: Manufacturing Firm's Efficiency Drive

A manufacturing firm decides to allocate resources to automate its production line. The decision is based on a comprehensive budget analysis showing potential cost savings and productivity gains. The post-implementation review may demonstrate that the decision reduced operational costs and improved profit margins, affirming the value of budget-informed strategic planning.

The Planning Cycle: From Assessment to Execution

The planning cycle in business management is a systematic process that guides companies from the initial assessment of their current situation through the execution of strategic plans. It is critical for aligning a company's resources and activities with its strategic objectives.?

The planning cycle ensures that the company’s decisions are informed, strategic, and adaptable to changes in the business environment.

Stages of the Planning Cycle

Assessment

The cycle begins with a comprehensive assessment of the company's current state. It involves analyzing internal resources, capabilities, performance, and external factors such as emerging trends, competition, and regulatory environments.?

The goal is to clearly understanding the company's strategic objectives and the broader market context.

• SWOT Analysis: A tool to evaluate Strengths, Weaknesses, Opportunities, and Threats.
• Market Analysis: Understanding market dynamics, customer needs, and competitive positioning.
• Resource Evaluation: Assessing the company's assets, finances, and human resources.

Strategic Alternative Analysis

Based on the assessment, the company identifies and evaluates various strategic alternatives. The process involves considering different pathways to achieving the strategic objectives, analyzing the potential impacts of each option, and determining the best course of action.

• Scenario Planning: Developing and analyzing different potential future scenarios.
• Risk Assessment: Identifying and evaluating the risks associated with each strategic alternative.
• Opportunity Cost Analysis: Understanding the trade-offs of choosing one strategy over another.

Resource Allocation and Budgeting

Once strategic alternatives are identified and analyzed, the company must decide how to allocate its resources effectively. Budgeting is critical, translating strategic plans into detailed financial terms.

• Financial Forecasting: Estimating each strategy's revenues, costs, and profits.
• Resource Allocation: Assigning financial, human, and physical resources to strategic initiatives.
• Budget Approval: Formalizing the budget through organizational approval processes.

Execution

With a clear strategy and budget, the company moves to execution. It involves implementing the planned actions, monitoring progress, and making adjustments as necessary.

• Action Plans: Detailed plans outlining the steps, responsibilities, and timelines for implementation.
• Performance Monitoring: Tracking progress against strategic objectives and budget forecasts.
• Feedback Loops: Regularly reviewing outcomes to adjust strategies and budgets in response to unforeseen changes or new information.

Review and Adjustment

The planning cycle is iterative. After execution, companies review the outcomes, learn from their experiences, and begin the cycle anew with an updated assessment phase. It ensures that strategies remain relevant and responsive to changes in the business environment.

• Performance Review: Assessing the results of strategic initiatives against objectives and budgets.
• Strategic Learning: Capturing lessons learned and integrating them into future planning cycles.
• Adjustment: Refining strategies and budgets based on performance feedback and changing conditions.

The Annual Nature of the Planning Cycle

The planning cycle typically follows an annual rhythm, allowing organizations to balance the need for detailed planning with the flexibility to adapt to changes. The annual cycle ensures that strategic planning is forward-looking and grounded in the company's performance and market conditions.

• Forward-Looking: Setting goals and plans for the upcoming year based on long-term strategic objectives.
• Adaptive: Allowing for mid-course corrections in response to internal and external changes.

Monitoring, Control, and Revision in Strategic Management

Effective strategic management extends beyond the initial stages of planning and execution. It encompasses a continuous cycle of monitoring, controlling, and revising strategies to ensure they remain aligned with the organization's goals and responsive to an ever-changing business environment.?

The ongoing process is essential for maintaining strategic agility and ensuring long-term success.

Monitoring and Controlling Strategic Implementation

The Role of Monitoring

Monitoring involves regularly observing and recording activities related to the strategic plan's implementation. The process ensures that actions progress as planned and identifies deviations from expected outcomes.

• Key Performance Indicators (KPIs): Establishing and tracking KPIs provides quantifiable metrics to measure progress against strategic objectives.
• Regular Reporting: Regular progress reports, including financial performance, market developments, and operational achievements, keep all stakeholders informed and engaged.

The Function of Control

Control in strategic management refers to the mechanisms for addressing variances between planned and actual performance. It includes corrective actions to realign strategies with organizational goals.

• Corrective Actions: Implementing changes to address deviations from the plan, ensuring strategic objectives remain attainable.
• Resource Reallocation: Adjusting resource distribution to areas requiring more support or scaling back on initiatives that are not delivering as expected.

The Need for Ongoing Revision and Adjustment

Adapting to Performance Feedback

Strategic plans are not set in stone; they must be adaptable to feedback from the organization's internal and external environments. Performance feedback provides critical insights into what's working and not, informing necessary adjustments.

• Performance Analysis: Deep dives into performance data help pinpoint areas for improvement, innovation, or scaling back.
• Learning from Success and Failure: Successes and setbacks are valuable lessons shaping.

Responding to Market Changes

The business environment is dynamic, with fluctuating market conditions, emerging technologies, and evolving customer preferences. Strategies must be flexible to accommodate these changes.

• Market Monitoring: Continuous analysis of market trends and movements ensures that the company remains competitive and relevant.
• Agile Strategy Adjustment: The ability to quickly pivot or adjust strategies in response to market shifts is a critical competitive advantage.

Feedback Loops in Strategic Planning and Budgeting

Feedback loops are mechanisms that convert the outcomes of actions into informed insights for future planning. They are vital for refining strategies and ensuring that budgeting aligns with strategic objectives.

• Incorporating Feedback into Planning: Using insights from monitoring and control processes to inform future strategic planning sessions.
• Budget Revisions: Adjusting budgets based on actual performance and revised strategic priorities ensures that financial resources are optimally allocated.
• Continuous Improvement: Leveraging feedback for ongoing refinement and enhancement of strategies and operational processes.

Conclusion: Strategy, Planning, and Budgeting

The synergy between planning, budgeting, monitoring, control, and revision is paramount in strategic management. These interconnected elements form the strategic framework that guides organizations through challenging markets.

Strategic planning provides the roadmap, while budgeting allocates the necessary resources to bring plans to fruition. However, the strategic journey extends beyond these initial stages. Effective execution and diligent monitoring ensure that strategies are implemented and aligned with the organization's goals amidst changing conditions.

The cyclical nature of strategic management—constantly evolving through feedback and environmental shifts—underscores the importance of adaptability. Revising and adjusting strategies in response to new information is crucial for maintaining relevance and achieving sustained growth.

Ultimately, strategic management is about balancing foresight with flexibility and ambition with practicality. Informed decision-making and resource allocation, underpinned by a commitment to continuous improvement and adaptability, pave the way for long-term success and value creation.?

FAQ: Strategy, Planning, and Budgeting

What is strategic planning and budgeting?

Strategic planning and budgeting are intertwined processes that guide an organization in defining its direction and allocating resources to pursue its goals. Strategic planning involves setting long-term goals and determining the actions and resources needed to achieve them.?

It provides a roadmap for the organization, outlining where it wants to go and how it plans to get there. On the other hand, budgeting quantifies the strategic plans in financial terms, assigning specific monetary resources to the planned activities. I

t ensures that the organization's financial resources are aligned with its strategic objectives, facilitating effective implementation and management of the strategy.

What are the 5 stages of strategic planning?

• Goal Setting: Define clear, actionable, measurable goals aligning with the organization's mission and vision.
• Analysis: Conduct internal and external analyses (such as SWOT analysis) to understand the organization's strengths, weaknesses, opportunities, and threats.
• Strategy Formulation: Develop strategies to achieve the defined goals, considering the insights gained from the analysis stage.
• Strategy Implementation: Execute the strategies by defining the roles, responsibilities, and timelines and allocate the necessary resources.
• Evaluation and Control: Monitor and assess the progress of the implemented strategies, making adjustments as necessary to ensure alignment with the organization's objectives.

What are the four processes of strategic planning?

• Environmental Scanning: Gathering and interpreting information about external and internal environments affecting the organization.
• Strategy Formulation: Develop strategies to capitalize on opportunities and mitigate threats, leveraging the organization's strengths and addressing its weaknesses.
• Strategy Implementation involves deploying resources, executing plans, and ensuring the organization's various segments align with and contribute to the strategic goals.
• Strategy Evaluation: Continuously assess and review the strategy's effectiveness, adjusting based on performance data and changing conditions.

What is the relationship between strategy and budget?

The relationship between strategy and budget is fundamental and reciprocal. Strategy provides the direction and objectives the organization aims to achieve, while the budget translates these strategic goals into detailed financial plans.?

The budget outlines how financial resources will be allocated to support the strategic objectives, ensuring that every dollar spent contributes to advancing the organization's goals. Conversely, the strategic goals influence budgeting decisions, dictating where and how resources should be invested.?

Through this relationship, the budget acts as a financial expression of the strategy, enabling its execution. It provides a framework for monitoring and controlling strategic progress.

What is budgetary planning?

Budgetary planning is when a company makes a financial plan. This plan shows how much money the company expects to bring in (income), how much it expects to spend (expenses), and how much it will invest in things like equipment (capital expenditures) for a certain amount of time.?

This plan reflects the organization's financial goals and strategies, guiding its spending and resource allocation. Budgetary planning involves forecasting revenue and expenses, setting financial goals, and aligning financial resources with strategic objectives.?

It's a critical component of financial management that ensures an organization can meet its goals while maintaining financial health.

What are budgeting strategies?

Budgeting strategies are approaches or methodologies organizations adopt to plan and manage their finances effectively.?

These strategies align an organization's financial resources with its strategic objectives, optimizing resource allocation and expenditure. Some common budgeting strategies include:

• Zero-Based Budgeting: This budgeting method requires you to explain why you need money for every expense each time you make a budget. You don't just use last year's spending. Instead, you focus on what you need and how to spend the money wisely.
• Incremental Budgeting: This strategy involves adjusting the previous period's budget by a specific amount or percentage to create a new budget. It's based on the assumption that the baseline (the previous budget) is sound, with adjustments made for anticipated changes.
• Activity-Based Budgeting: This approach links budgeting to the activities that incur costs within an organization, focusing on managing business activities to reduce costs and improve efficiency.
• Value Proposition Budgeting: This strategy emphasizes allocating funds to areas that offer the most value in advancing organizational goals and improving performance.

What are the four main types of budgeting methods?

• Incremental Budgeting: This method involves using the previous budget as a base and making adjustments (increments or decrements) based on new financial goals, inflation, or other factors.
• Zero-Based Budgeting: Every budget cycle starts from zero, and all expenses must be justified regardless of whether they were in the previous budget. This method encourages critical thinking about each line item.
• Activity-Based Budgeting: This approach focuses on the costs of activities necessary to produce an output. It requires identifying the relationship between activities and budgeted expenses and ensuring resources are allocated based on costs.
• Flexible Budgeting: Flexible budgets adjust or flex with changes in activity levels or other relevant variables. They are not fixed but allow for changes in costs or revenue depending on operational performance, offering a more dynamic budgeting approach than static budgets.

Resources

Books

"Good Strategy Bad Strategy: The Difference and Why It Matters" by Richard Rumelt. This book offers a deep dive into what constitutes a good strategy, distinguishing it from bad strategies. It provides readers with tools to identify and develop effective strategies.

"Strategic Management: Concepts and Cases" by Fred R. David and Forest R. David is a staple in strategic management. This book covers various aspects of strategic planning and execution, including case studies that offer real-world insights.

"Performance Management: Integrating Strategy Execution, Methodologies, Risk, and Analytics" by Gary Cokins provides a comprehensive overview of performance management, connecting it with strategy execution and budgeting and emphasizing the use of analytics and risk management.

"The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment" by Robert S. Kaplan and David P. Norton . This book introduces the Balanced Scorecard approach, demonstrating how organizations can effectively align strategies with operational objectives and measure performance.

Articles

Linking the Balanced Scorecard to Strategy

Budgeting, Planning, and Forecasting in Uncertain Times

The Strategy That Will Fix Health Care?

Getting Shit Done: The No-Nonsense Framework for Closing the Strategy-Execution Gap

30 Strategic Questions To Ask Leaders When Building a Company Strategy

The Relationship Between Corporate Strategy and Operations Strategy

The Role of The Sales Budget in Developing an Annual Profit Plan

HELPING WRITER: ADIL ABBASI - CMA