How does this happen? Let's identify some of the critical factors that, when not uncovered and addressed, create obstacles which slow progress and prevent achieving objectives.

• Blind Spots - Corporate leaders of
  What The Heck Is An Eponym, And What Does It Mean For Your Brand?
  Today I've decided to share with you a new word that recently made a special appearance in my daily life: eponym. It is pronounced (EP-uh-nim) and I have to be frank, but I was somewhat at a loss when I saw it. I mean, I write, communicate and persuade using words for a living…but this one had obviously been hiding somewhere far away because although I could pronounce it, I could not recall its meaning.So I grabbed my dictionary… then I realized that I now reside in the 21st Century… so I put down the b
  Buckling under the weight of chronic corporate restructuring, and frustrated by performers who don't respond to carefully crafted strategic plans, high level executive leaders are being confronted by a growing performance gap between what needs to get done and what gets done.

  Sound familiar? It's a troublesome trend that is likely happening in your firm right now. Despite the belief that their strategic plan is "ready to go," corporate leaders are discovering that their best-laid plans are not producing expected results.

  Think this situation doesn't apply to you? Think again.

  Consider the strategic plan from a CEO's perspective.

  • The company has a good product.

  • Talented people are in key positions.

  • Performers have solid processes to achieve objectives.

  Given this short list, many CEO's assume that expected results will follow. The plan is good. Now the performers only need to band together to hit the margin objectives. But unforeseen blind spots and inadequate execution join forces to undermine the carefully crafted plan, which does not survive its clash with reality.

  How does this happen? Let's identify some of the critical factors that, when not uncovered and addressed, create obstacles which slow progress and prevent achieving objectives.

  • Blind Spots - Corporate leaders of t
    What is the Job of a Board Moderator?
    The internet has brought so much change into our lives. It has also provided numerous jobs that no one would ever dream possible. One of those positions is as a moderator for message boards on major magazine sites.While on one of several sites that I enjoy being a member of, I wondered: How does this work? It’s good to have someone “in charge” and to go to when there is a problem to dispel or a question to answer, but how can they know what’s going on 24/7? With that in mind, I asked one savvy Message Board Mode

    Sound familiar? It's a troublesome trend that is likely happening in your firm right now. Despite the belief that their strategic plan is "ready to go," corporate leaders are discovering that their best-laid plans are not producing expected results.

    Think this situation doesn't apply to you? Think again.

    Consider the strategic plan from a CEO's perspective.

    • The company has a good product.

    • Talented people are in key positions.

    • Performers have solid processes to achieve objectives.

    Given this short list, many CEO's assume that expected results will follow. The plan is good. Now the performers only need to band together to hit the margin objectives. But unforeseen blind spots and inadequate execution join forces to undermine the carefully crafted plan, which does not survive its clash with reality.

    How does this happen? Let's identify some of the critical factors that, when not uncovered and addressed, create obstacles which slow progress and prevent achieving objectives.

    • Blind Spots - Corporate leaders of
      Are You A Procrastinator? Do Not Let It Hurt Your Career
      In a work sense, being a procrastinator means you delay or postpone work and put off things you could do today until a later time.Often we procrastinate because we feel lazy or because we just don’t feel like doing something. Certainly these feelings can arise from time to time especially if it involves a task we don’t want to do.If you tend to put things off as long as possible before finally doing it and if you like to look for excuses to avoid completing certain tasks, you might very well be a procrastinato
      doesn't apply to you? Think again.

      Consider the strategic plan from a CEO's perspective.

      • The company has a good product.

      • Talented people are in key positions.

      • Performers have solid processes to achieve objectives.

      Given this short list, many CEO's assume that expected results will follow. The plan is good. Now the performers only need to band together to hit the margin objectives. But unforeseen blind spots and inadequate execution join forces to undermine the carefully crafted plan, which does not survive its clash with reality.

      How does this happen? Let's identify some of the critical factors that, when not uncovered and addressed, create obstacles which slow progress and prevent achieving objectives.

      • Blind Spots - Corporate leaders of
        Cheap Sourcing - New Purchasing Game in Town or Most Ancient Practice on Earth
        I was invited to participate in a round table discussion along with senior colleagues from the largest procurement organisations in Europe. The moderator of the forum asked a question to all the attendees:” what are your views on the latest thinking in procurement organisations – Cheap Sourcing”. People started answering while highlighting their experiences and the advances they have made into this new trend in Procurement.I felt a bit strange at the question and being a Chief Procurement Officer myself, I felt a bit
        iven this short list, many CEO's assume that expected results will follow. The plan is good. Now the performers only need to band together to hit the margin objectives. But unforeseen blind spots and inadequate execution join forces to undermine the carefully crafted plan, which does not survive its clash with reality.

        How does this happen? Let's identify some of the critical factors that, when not uncovered and addressed, create obstacles which slow progress and prevent achieving objectives.

        • Blind Spots - Corporate leaders of
          How To Select A Six Sigma Quality Improvement Project
          Selecting a quality improvement project is pretty similar to selecting any other project in Six Sigma. But identifying the improvement area within your department or within the business will not automatically lead to having the project selected. Not even filling out a few forms or forming the core team nor naming a team leader will mean that you have selected a project that changes the way your business is conducted.Let us examine what constitutes a good project as a precursor to understanding how to select a quality
          does not survive its clash with reality.

          How does this happen? Let's identify some of the critical factors that, when not uncovered and addressed, create obstacles which slow progress and prevent achieving objectives.

          • Blind Spots - Corporate leaders of today face challenges unheard of 10-20 years ago. Given today's global business environment, with the scope and pace of information, it is not possible for the CEO or executive team to be plugged into each critical factor necessary for their plan to succeed. Additionally, tactics that were successful even 6-18 months ago might be counterproductive today.

          • Change Fatigue - Field Generals, those mid-level executives who are charged with putting the CEO approved plan into action, have it equally as rough. They also are dealing with conditions they have not faced before. And they are often tired, scared and frustrated. They are worn out dealing with the frequent change in objectives, policies and execution processes. These changes, attempting to deal with the plan's clash with reality, are all too often unsuccessful, adding to the frustration levels.

          • Not Understanding Field Reality - Unless these changes are generated from an understanding of the current field reality, critical obstacles to execution remain uncovered and cannot be successfully addressed.

          When the strategi