http://kimwarren.com/strategy/strategic-recovery-guide/ with Kim Warren Sat, 17 Jul 2010 15:26:15 +0000 hourly 1 http://wordpress.org/?v=3.2.1 http://kimwarren.com/strategy/strategic-recovery-guide/#comment-1008 Simple strategy dynamics case example at … talking about strategy Fri, 19 Dec 2008 11:17:08 +0000 http://www.kimwarren.com/?p=303#comment-1008 [...] this is a small and focused project on a single entity with relatively clear boundaries [in contrast to the much larger and more complex case featured in my recent Strategic Recovery post] [...] [...] this is a small and focused project on a single entity with relatively clear boundaries [in contrast to the much larger and more complex case featured in my recent Strategic Recovery post] [...]

]]> http://kimwarren.com/strategy/strategic-recovery-guide/#comment-533 HBR on managing the downturn at … talking about strategy Fri, 05 Dec 2008 10:46:15 +0000 http://www.kimwarren.com/?p=303#comment-533 [...] a better term for these is ‘CEO’s pet projects’. In the project described in my strategic recovery post, much of the trouble had been caused by just such a pampered pet, and the CEO eventually came [...] [...] a better term for these is ‘CEO’s pet projects’. In the project described in my strategic recovery post, much of the trouble had been caused by just such a pampered pet, and the CEO eventually came [...]

]]> http://kimwarren.com/strategy/strategic-recovery-guide/#comment-507 Tom Cummings Wed, 26 Nov 2008 21:26:58 +0000 http://www.kimwarren.com/?p=303#comment-507 Kim, I couldn't agree more with your point about careful "pruning" required. We have just experienced a case where a CEO spent more than 1.2 million euro on a company wide communications campaign, then just before the launch he cancelled it because of the downturn in the economy, and began a series of across the board cost cuts. We all know that much of what he will eliminate will take out valuable pockets of know-how, and especially know-why related to customers, products and ways of working in the company. Tom Kim,
I couldn’t agree more with your point about careful “pruning” required. We have just experienced a case where a CEO spent more than 1.2 million euro on a company wide communications campaign, then just before the launch he cancelled it because of the downturn in the economy, and began a series of across the board cost cuts. We all know that much of what he will eliminate will take out valuable pockets of know-how, and especially know-why related to customers, products and ways of working in the company.
Tom

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