Welcome
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High-Tech Global Knowledge Economy. |
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All roads lead to Strategic Posture. |
Translates into:"Turbulence,
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What we do (in General)
Helping you audit, diagnose, train, plan and implement for your future:
Resulting in Strategic Decisions:
The end product of strategic decisions is deceptively simple; a combination of products and markets is selected for the firm. This combination is arrived at by addition of new product-markets, divestment from some old ones, and expansion of the present position.
H. Igor Ansoff (Father of Strategic Management)
What we do (Concisely)
(soundless 40 second video)
Team
Team
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Helping you reconstruct your model of reality.
We are a team of multi-disciplinary STRATEGISTS;
transforming KNOWLEDGE into ACTION
through CONSULTING and COACHING
in MANAGEMENT and LEADERSHIP.
Management is doing things right; leadership is doing the right things.
Peter Drucker (Father of Modern Management)
We are a knowledge based firm; a strategic management think tank and thought leader in turbulent business environments. We apply knowledge, experience, expertise, imagination and will to solve problems. Solutions are for achieving exceptional, effective, efficient and equitable performance for growth and profit. Our scope is local, regional, national and international.
We customize methods that are based on digging in depth until the cause is clear and the desired effect is within grasp. We test/build (quantitatively, qualitatively or mixed) on existing and new knowledge to create success. We address the current and future "turbulent, multi-ideological and multi-disciplinary complexity" of the firm at scale. Therefore, we help you plan and/or implement for growth and profit in turbulent business environments.
We customize methods that are based on digging in depth until the cause is clear and the desired effect is within grasp. We test/build (quantitatively, qualitatively or mixed) on existing and new knowledge to create success. We address the current and future "turbulent, multi-ideological and multi-disciplinary complexity" of the firm at scale. Therefore, we help you plan and/or implement for growth and profit in turbulent business environments.
- If you look for perfection, you'll never be content.
- Leo Tolstoy
Some of the participants in consulting and coaching where from: A.H. Robins Ltd., Abu Dhabi Combat Club, Amdahl International Management, Anderson Corporation, Arab Monetary Fund, BAYER, Boehringer Ingelheim Zentrale, C.G. Jensen A/S, CEPSA, Ciba-Geigy Ltd., Computervision France, CONEX, DEC Digital Equipment GMBH, Delta Airlines, Electro-Oil AB, Ernst and Whinney, FARMITALIA C ERBA SPA, General Electric, Honeywell Europe, HUELS AG, IBM Brazil, IBM Mexico, IBM Nederland, IBM New York, ICI PLC, INFOTEK A S, Institute for Banking Studies Kuwait, Jeumont-Schneider, Johnson Wax, KONE, Kuwait Finance House, Lockheed Martin, Messerschmitt-Bölkow-Blohm, Ministerie van Volkshuisvesting, Minolta Camera Handles GMBH, MUTATIS, NOKIA, Oeberg ODC, Oy Rastor AB, Pearl River Investment Company, Philips SPA, Sandoz AG, Shell, Sony Mexico, Texas Instruments France, UNI Forsikring, UNISYS Belgium, Unilever, United Nations, United Trading & Services, US AID Middle-East Education, US Navy, US-China Chamber of Commerce, Westinghouse and much more, plus empirical research findings from over 2,100 companies.
Feedback from participants, listed below in three categories:
Note: Unfortunately, some of the participants in consulting and coaching with a feedback fluctuating between dismissal, rejection and denial are not reported.
BY
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This research is an extension of an earlier article published in 2015. It provides empirical evidence of strategic posture analysis and its relationship to financial performance. The study analyzed 61 publicly traded firms in various industries including retail, technology, manufacturing and the service sector to determine if a relationship exists between the firm’s strategic posture and key performance indicators, namely ROE and ROA.
Research findings indicate that there is a strong relationship between the firm’s strategic posture and financial performance. Higher ROE and ROA materialized when environment, strategy and capability matched each other measured by the strategic gap. The difference between Turbulence, Strategy and Capability produce a STRATEGIC GAP.
Group 1 with the smallest Strategic Gap, followed by Group 2 and Group 3 had the largest. The study used financial standard measures from the firms public record (10K), namely: 1. return on investment (ROE) = Net Income/Equity, 2. and, return on assets (ROA) = Net Income/Total Assets. |
Companies (N=61)
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Collected Data is Presented with Utmost Confidentiality
Results
The smaller the strategic gap the higher ROE and ROA.
(Group 1 with the smallest Strategic Gap and Group 3 had the largest.)
(Group 1 with the smallest Strategic Gap and Group 3 had the largest.)
Strategic Gap vs. Financial Performance
Research in Progress
Final Stage
of
In Depth Analysis
of
Amazon
with
Predictive Stipulations.
By: Dr. Marco Bonelli
of
In Depth Analysis
of
Amazon
with
Predictive Stipulations.
By: Dr. Marco Bonelli
We seek Alliances to Complement our State of Knowledge/Action.
Practice
We practice multi-disciplinary generalizations
vice versa
specializations to scale.
Management is, above all, a practice where art, science, and craft meet.
Henry Mintzberg
General Overview and Specific Strategic Objectives
(Descriptive and Partially Prescriptive)
A man of knowledge lives by acting, not by thinking about acting. |
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KNOWLEDGE
Turbulence: perception (in your future for sure)
Vision: specifies desire
Mission: actionable intent to achieve vision
Strategic Objectives: to aim for efficient, effective and equitable (3E) performance:
Vision: specifies desire
Mission: actionable intent to achieve vision
Strategic Objectives: to aim for efficient, effective and equitable (3E) performance:
- STRATEGIC OBJECTIVES (A-H)
- Acceleration in Innovation
- Action in Leadership
- Aggressiveness in Strategy
- Agility in Talent
- Algorithms in Problem Solving
- Always in Learning
- Analytics in Big Data
- Antifragility in Uncertainty
- Balance in Critical Mass
- Broad in Experience
- Competence in Talent
- Competitiveness in Position
- Creativity in How To
- Digital in Marketing
- Desire in Motivation
- Disruption in Turbulence
- EQ in Relationships
- Empowerment in Entrepreneurship
- Excellence in Performance
- Flexibility in Structure
- Gravitas in Presence
- Humble in Expertise
- Strategic objectives (I-Z)
- Image in Corporate
- IQ in Thought
- Logic in Process
- Loyalty in Customers
- Match in Alignment
- Openness in Capability
- Patience in Training
- Precision in Differentiation
- Profit in Transaction
- Quality in Production
- Question in Knowledge
- Repetitiveness In Success
- Resilience in Change
- Responsibility in Society
- Self-Efficacy in Ability
- Strategic in Approach
- Sustainability in Future
- Symbiotic in Integration
- Synergy in Components
- To Scale in Funding
- Trust in You
- You in figure the rest!
ACTION
Goals: yardsticks to measure objectives
Strategy: to respond to turbulence for achieving objectives
Capability: to support strategy
Change: to manage transformation process
Strategy: to respond to turbulence for achieving objectives
Capability: to support strategy
Change: to manage transformation process
Note: The previous is a partial and pure list of strategic objectives, hence considerations for relationships and domain of applicability such as; order, hierarchy, cause-effect, dependencies, multi-variants, trends, strength, weaknesses, opportunities and threats are implicit rather than explicit.
Theory & References: Based on H. Igor Ansoff, Father of Strategic Mangement (1965 & 1979) and main references from; Cohen, March, Olsen (1972), Mintzberg (1990 & 2013), Ackoff (1977), Cyert & March (1963), Chandler (1962), Lindblom (1959), Peters & Waterman (1982), Quinn (1980), Porter (1980) Kotler (1977) Drucker (1975), Dichter (1970), Steiner (1966) Ansoff & McDonnell (1990), Hamel & Prahalad (1994), Goleman (1995), Ansoff, Declerk & Hays (1974), Simon & March (1958), Taleb (2001, 2010 & 2012), Bandura (1997), Kotler (2010), Hamel (2010), Pfeffer (2011), Turban (2014), Christensen (2016) & Kotter (2017).
Practice: 25+ years of Engagements and Feedback.
Research: Empirical findings from 2,100+ companies spanning over 30 years.
Practice: 25+ years of Engagements and Feedback.
Research: Empirical findings from 2,100+ companies spanning over 30 years.
I know I have not missed anyone I know, yet I might have missed other sources; hopefully it will be corrected during the next round.
On behalf of our team,
Tamer Tamer Salameh
On behalf of our team,
Tamer Tamer Salameh
Remember
"All
Roads
Lead
to
Strategic
Posture.
Philosophy I
If you always do what you always did, you will always get what you always got.
Albert Einstein
Either test then build,
vice versa
or
both.
Copyright© 1993-2017 Tamer Tamer Salameh. All Rights Reserved.
Philosophy II
If I have seen further than others, it is by standing upon the shoulders of giants.
Sir Isaac Newton
We build
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Philosophy III
A wise person does not spread a lot of wisdom.
Unknow Author
Rather, spreading questions is encouraged;
specifically, fundamental questions.
What is a fundamental question?
A fundamental question is the foundation for action.
Action Time
A General Fundamental Question
It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
Gary Hamel
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How to Identify, anticipate, prepare and manage
"known knowns" "unknown knowns" and "unknown unknowns" for growth and profit in Turbulent Times? |
Copyright© 1993-2017 Tamer Tamer Salameh. All Rights Reserved.
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A Specific Fundamental Question
Social media marketing is the foundation of the new marketing.
Philip Kotler
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How to efficiently, effectively and equitably (3E) source and apply strategic information to scale for exceptional future performance in the digital age of the internet of things (people), agility, fragility, resilience, innovation, disruption, big data, analytics, self service, ecosystems, machine learning, “unknown unknowns” and generally anticipated future turbulence?
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Copyright© 1993-2017 Tamer Tamer Salameh. All Rights Reserved.
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Another Fundamental Question
Innovation is the central issue in economic prosperity.
Michael Porter
How to differentiate
between
entrepreneurs,
intrapreneurs
&
innerpreneurs?
between
entrepreneurs,
intrapreneurs
&
innerpreneurs?
Transnational
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Few More Fundemental Questions
Big Ben, London - UK
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"THE
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(What, who, where, when, why, how, if-then and else?)
Flatiron Building, New York - USA
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Copyright© 1987-2017 Tamer Tamer Salameh. All Rights Reserved.
Interaction
The best way to predict the future is to create it.
Peter Drucker (Father of Modern Management)
Welcome to the knowledge forest
and, the Fundamental Question is:
Why not?
It is your time for ACTION
Click Below
(Better now than later)
Connect
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