Small business of-interest, need-to-know and news-to-watch M&A. The study provides insights into the patterns that appear to be very distinct and the probable “whys”. Interesting read.
Excerpt: ….. we highlight and then set out to explain the oscillating pattern of financial vs. strategic acquirers within overall merger activity. Mergers and Acquisitions occur in great waves of activity with recent troughs, for example, of only a few thousand deals in 2003 and peaks of over ten thousand deals in 1999 and 2006. Within this oscillation of activity there is another shifting pattern: the percentage of so-called financial sponsors (private equity firms) vs. strategic buyers (operating companies) seems to ebb and flow. Aggregate numbers show that the fraction of total deal value acquired by financial sponsors has varied dramatically over the last 25 years with peaks in the late 80s, 90s and the period of 2005-2007. This same pattern is true across many industries and geographies.
Any particular transaction has many factors that drive the ultimate acquirer’s willingness to pay. And many theories propose reasons why particular firms or industries may be ripe for acquisition activity. However, the broad pattern of financial sponsor activity that spans industries and geographies at a given
Read full article via Financial vs Strategic Buyers — The Harvard Law School Forum on Corporate Governance and Financial Regulation.
At first glance, you might say, “duh, of course”, but I will venture you can utilitze the suggestions included and to your gain.
Excerpt: How strange it seems then, that thousands of IT projects begin every day, but more than one-third of them crash enroute. Why? I would argue that it’s because there is seldom a clear destination in mind, a rational plan to get there, or a viable system approach in place to execute the plan. Most of the time, the destination and the means to get there are only vague estimates, and the elements of the strategy are rooted in hope.
A viable system approach is the inspiration behind Forrester’s Workforce Computing Strategic Plan research. A viable system for workforce computing requires five things:
Read full article via What Is A Workforce Computing Strategic Plan . . . And Why Do You Need One? | Forrester Blogs.
This is a re issue of a podcast that is definitely worth your time. The tips and how-to included in the podcast are valuable to all small business owners in transitioning to today’s challenges. Leadership and management tools
Excerpt: Problem-solving or assessment methodologies such as Six Sigma, Lean Six Sigma, or ISO may not provide a business framework so that organizations can move toward achieving the three Rs of business: everybody doing the Right Things the Right Way at the Right Time.
In The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement , Forrest Breyfogle introduces a new organizational governance system that integrates analytics with innovation. The IEE system shows business leaders what to measure and report; when and how to report it; how to interpret and use the results to establish goals; how to orchestrate work activities; and how to develop strategies that is consistent with established goals. These strategies ultimately lead to specific projects that enhance organizational focus and success.
Download podcast here via Forrest Breyfogle on Taking Six Sigma to the Next Level. From American Management Association
Here is great advice for all of us — communications.
Excerpt: A big part of being able to find agreement with someone you expect will have a different opinion than yours, at least in my experience, is your attitude even before you begin what might be an adversarial conversation.
Before you begin talking is the time for strategic thinking – not about what you will be saying – but about what you will be listening for in the conversation.
By adopting an open and positive strategic listening approach in a potentially adversarial conversation, you can be attuned to ways to start building understanding rather than picking out arguments to refute.
Read full article via Find Agreement in an Adversarial Conversation – 10 Things to Listen For | The Brainzooming Group | Strategy Consulting and Strategic Planning.
Recommended read small business and all business. Interesting, and hopefully it generates creativity and ideas for our business leaders today.
Excerpt: Investing in small business and new ventures is a good thing and vital to our communities, but we must not confuse it with charity or strategic long-term social investment.
Read full article via Is Business the New Charity? | Stanford Social Innovation Review.
Entrepreneurs and wanna be entrepreneurs this article is a great reminder of the steps necessary to execute a successful business launch.
Excerpt: Many times in extended diligence reviews, the entrepreneur is ultra-excited about the product. They feel the product will sell itself and simply making it and being first on the market is enough to be the dominate player. This “build it and they will come” attitude is common but, many times the buyers or users do not show up. Building a successful company requires strategic planning and thinking about all aspects of the business and identifying weak areas and plans to resolve those weaknesses
Read full article via ‘Build it and they will come’ is not a business plan – Charlotte Small Business | Examiner.com.
Good how-to help for leadership and management. Strategic thinking requires some skills that can be learned. As you know, my favorite topics, “why we do what we do” and “why we are who we are” follows along with cognitive uses.
Excerpt: Two elements/ components are required here, that must be thought and practiced;
Critical thinking and – disciplined intellectual criticism that combines research, knowledge of historical context, and balanced judgment. That follows a mental path, or map, or recipe, to formulating a strategic plan.
Cognitive control – understanding the mind – and the acquisition of knowledge, and how it works with knowledge under changing situations and conditions.
Read full article via Looking at the basic concepts of cognitive Strategic Management « Strategic Management.
Part 1 of this article is in the previous post, this is part 2 …….. as said in part 1 comment, good read and good list against which to compare.
Excerpt: In last week’s post, Strategic Planning: 12 Common Mistakes (Part 1 of 2), we explored the first six of 12 common mistakes made in corporate strategic planning. This week, let’s look at six more common mistakes to learn from and avoid making.
Read full article via Strategic Planning: 12 Common Mistakes – Part 2 | Executive Street.
Sometimes it helps to actually compare against a best practices good list or in this case “don’t do” list.
Excerpt: In a recent post, 12 Common Traits of Companies With Successful Corporate Planning, we examined common patterns of companies experiencing success in their corporate strategic planning efforts. This week and next, we will will examine 12 common mistakes made in corporate strategic planning.
This week, let’s look at the first six common mistakes.
Read full article via Strategic Planning: 12 Common Mistakes (Part 1 of 2) | Executive Street.
Recommended read for all leadership and management. According to this advice, you cannot get “there from here” without the steps and intelligence shown.
Excerpt: To sum up, a strategic intelligence capability can and should be an essential element of your innovation program. To establish this capability, you will want to consider four key things:
How will you architect or build the intelligence platform, i.e., what are the specific content components, who are the key stakeholders and what are their needs, and how will you get out of the gate (I recommend starting with a pilot program).
Getting the right people involved to manage the platform over time (the project management approach and plan).
A well thought out approach to managing the flow of information, including people, process and technologies.
How you will measure success, which may be a combination of qualitative and quantitative metrics.
Read full article via Using Strategic Intelligence Platforms to Advance Innovation | Innovation Management.
Great read. Self disclosure is important in building the relationships needed for you to succeed. However, the how-to and what-to are very important in the self disclosure steps. Learn the acceptable and not-so-much. Leadership and management
Excerpt: In our fast-paced world of instant messaging and twitter, organizations and their leaders need to be able to respond to changing demands quickly, and with accurate information. Coworkers need to be able to hit the ground running with levels of intimacy and trust in each other and in their leaders that typically develop slowly over time, sometimes called “swift trust.” But is there really a short-cut to that kind of trust?
Psychologists have long known that self-disclosure is one of the hallmarks of intimate relationships. Revealing your motives, intentions, goals, values, and emotions, can increase liking and feelings of intimacy. There is considerable evidence that leaders who disclose their authentic selves to followers can build not only trust, but generate greater cooperation and teamwork as well. Yet successful and strategic self-disclosure is a leadership competency that many leaders have yet to acquire. Used incorrectly, or in the wrong corporate environment, self-disclosure can backfire.
Read full article via Building Trust Through Skillful Self-Disclosure – Lynn Offermann and Lisa Rosh – Harvard Business Review.
Helpful tips and advice from Balanced Scorecard Institute ….. read introduction and download free paper without registration. Good read.
Excerpt …….. This recognition of a need for organizations to assess the quality of their strategic management led the Institute to develop the Strategic Management Maturity Model TM (SMMM).
The SMMM was designed by and for busy managers who need a quick assessment of where their organization stands in terms of strategic management, to monitor progress in improving maturity of strategic management, and to allow benchmarking across organizations, or departments within one organization, in order to identify best practices. Read introduction and download paper here ……. Balanced Scorecard Institute’s Strategic Management Maturity Model.
Recommended read — today it is all about innovation and creativity……this article, the slides presentation and the list of more sources links will help you in your quest …..
Excerpt……..To support “Making Big Ideas Happen,” here are links to a variety to articles supporting topics we’ll be talking about in today’s workshop. And once again, while this is targeted for workshop attendees, the concepts are of benefit to a much broader audience:
Read article, list and slides…….via Making Big Ideas Happen – Strategic Connections at #BigIdeas12 | The Brainzooming Group | Strategy Consulting and Strategic Planning.