Analysis Framework: Operations

Dr. John Psarouthakis, Executive Editor.

This is the 4 rth of short articles of my thoughts about Leading and Managing winning companies.

A combination of actions and strategies should be analyzed and would need to be conducted looking at several key elements of the business, listed below, in order to begin developing the competitive strategic direction best suited to the business / company. Analysis need to be directed in at least three dimensions: 1) Strategic Direction, 2) Operational and Financial Improvement, 3) Conflict Resolution. Some of these elements are listed below:

Divest Subsidiaries
Re-structure(?) Debt
Working Capital Management
Sufficient Financing
Reengineer Processes
Total Quality Program
Product / Service Aging
Product / Service Renewal
Right-size the work Force
Full Product Costs
Re-price Products
Wage and Benefits Levels
Resize (up / down) of Operations
Working Capital Management
Sufficient Financing
Other

The implementation and the results there of depend entirely on the ability to make and implement good decisions. Myself as a practitioner and academic on strategy formulation and implementation, can attest to the fact that absent of the above abilities no strategy developed can be successful.

Strategic Thinking*

DRJOHN2Dr. John Psarouthakis, Executive Editor, www.BusinessThinker.com. Founder and former CEO, JP Industries, Inc, a Fortune 500 industrial corporation. Adjunct professor, Strategy and Acquisitions, Ross School of Management, University of Michigan

This is the 3rd of short articles of my thoughts about Leading and Managing winning companies.

Analysis is the critical starting point of strategic thinking. Faced with problems, trends, or situations that appear to come packaged as a whole by common sense of the moment, the strategic thinker dissects them into their constituent parts. Then, having discovered the significance of these constituents, he reassembles them in a way calculated to maximize his advantage. ( briefly, separating the small unit and expanding it as a company in itself applying its technology to a broader possible array of products) True strategic thinking contrasts sharply with the conventional linear thinking. It also contrasts with the risks based on intuition, reaching conclusions without any real breakdown to the components or analysis. No matter how difficult or unprecedented the problem, the best possible solution can come only from a combination of rational analysis, based on the real nature of the problems / challenges, and imaginative reintegration of all the different components into a new pattern, using nonlinear brainpower.

*From :
“The Mind of a Strategist”,
by Kenici Ohmae.

 

Casting the net for business leads

JP Bio PhotoDr. John Psarouthakis, Executive Editor, www.BusinessThinker.com. Founder and former CEO, JP Industries, Inc, a Fortune 500 industrial corporation. Adjunct professor, Strategy and Acquisitions, Ross School of Management, University of Michigan

This is the second of short articles of my thoughts about Acquisition of a business

Here we review very briefly the primary ways in which you learn about businesses for sale. An elaborate but informal network of brokers are the best direct source of businesses for sale. Although you may be lucky and find your own company by making direct contacts, you are likely to get a much broader lead pool generated with less effort by building your broker network.

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