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Stan Abraham
Founder & CEO |
Our Experience

We are most experienced in helping companies to do meaningful strategic planning, including teaching/training managers and employees to "see the big picture" and to perform aspects of the process, and changing the culture to be more enthusiastic, collaborative, future-oriented, innovative, ethical (if it isn't already), and proactive.
We have worked with a wide variety of companies (both manufacturing and service), nonprofits, and governmental agencies (both federal and local). We are more particular about the people we work with than the industry or particular circumstance of the company in question. Only people can create and carry out solutions.
Over the years, we have been involved in a variety of assignments, for example:
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Strategic and operational planning (including designing and facilitating the process, industry analysis, competitive analyses, market analysis, environmental scanning, financial analyses and proformas, operational planning, budgeting, and acquisitions analysis and due diligence)
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Strategic thinking (including futures research and analysis, environmental scanning, opportunity assessment, and strategic-alternatives analysis and assessment)
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Management and organizational development (including management assessments, management training and development, team-building, designing and facilitating change programs, and changing organizational culture)
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Business plans and raising capital (including reviewing, researching, or writing business plans, assisting in making effective presentations, and helping to raise equity or debt capital)
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Use of particular tools and techniques (including financial modeling, designing incentive-compensation systems, inventory-control systems, linear programming, performance-appraisal systems, simulation modeling, survey research and analysis, determining business and/or technological feasibility, and improving productivity)
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New Book On
Strategic Analysis |
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QUOTE OF THE DAY |
"Strategy is a handful of decisions that drive or shape most of a company's subsequent actions, are not easily changed once made, and have the greatest impact on whether a company meets its strategic objectives...This handful of decisions consists of selecting the company's strategic posture, identifying the source or sources of competitive advantage, developing the business concept, and constructing tailored value-delivery systems."
Kevin P. Coyne and Somu Subramaniam, "Bringing Discipline to Strategy," The McKinsey Quarterly, No. 2000 3 Strategy (originally)
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