Growth Insights for CEOs

Supercharging Your SWOT, Step Two: Activating Your SWOT

Posted by Paul Sparrow

Congratulations! If you’re reading this blog, you’ve mastered the art of collecting the data for your SWOT (strengths/weaknesses/opportunities/threats) analysis, and have grouped similar concepts into manageable chunks of information.

At many enterprises, this is where the SWOT work dies — leaving company executives with a keen understanding of the state of their business, but lacking a clear path to rendering the findings actionable in an effort to foster real change. Think of the Starship Enterprise never returning from years of space exploration — all that knowledge and data stored in the ship’s memory banks and officer logs, yet nobody ever does anything with it.

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Supercharging Your SWOT, Step One: Consolidating Your SWOT

Posted by Paul Sparrow

Conducting your SWOT analysis was fun, wasn’t it?

It allowed you to take a break from working in your business, and allowed you to work on your business — a valuable step back during which you were able to take a breather from the day-to-day grind, and view the big picture of your business with clarity.

No matter how long your SWOT process lasted, undoubtedly, once you got rolling, the information flowed — resulting in a growing cavalcade of lists that characterized your company’s strengths, weaknesses, opportunities and threats.

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CEOs: What’s your Competitor’s Plan to Win?

Posted by Deborah Fell

Part 4 of Creating Sustainability for the Business

“How could she not see this coming?” Look in the mirror. 

Armed with a strategic plan built on the foundation of purpose and stocked with customer insight, it’s now time to look closely at the competition. Learning how your competitors plan to defeat your strategy will fortify your plan to achieve long-term success.

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CEOs: Go Deep for your Customers!

Posted by Deborah Fell

Part 3 of Creating Sustainability for the Business

A Sea of Sameness

“So, what do you think of our website?”  This was a new client—at my first on-site meeting with the CEO. 

“You have great product merchandising, well-written features and benefits. Could use some work on the ecommerce side,” I replied.  “What I’m not clear on, though, is this, ‘Who is your customer, and how do you help them?’”

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CEOs: What do You Stand For and Who Cares?

Posted by Deborah Fell

Part 2 of Creating Sustainability for the Business

I often work with CEOs who have created an idea and started a business.  They grew sales and needed to hire more people along the way, even managers.  Most loved the creative journey of getting the business off the ground.

They started out thriving as an expert in a business function or leading the development of a product or service. Over time, they grappled with the increasing demands of managing a business with many other function or process leaders. 

Some have grown the business to the point where they decided to bring in a President to do much of the leading and managing of the business for them. This is the time when answering the question, “What do you stand for?”  becomes critical.

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