Welcome to the complex, high-tech, global knowledge, multi-disciplinary, multi-ideological, ​and TURBULENT future business environment that impacts performance positively &/or negatively; coupled with potential crisis &/or chaos. 

Effective 2019, Please note new focus on:
1- Virtual Coaching and helping students.

1.1. Optional Prerequisite to Strategic Success &/or Failure in Turbulent Times

Online Seminar/Workshop offered monthly

Online Seminar/Workshop offered monthly

1.2. Strategic Success &/or Failure in Turbulent Times

Online Seminar/Workshop - January 2023
Under Construction 
Date & time TBD

2- Strategic Democracy, the missing part of Democracy!

Strategic Democracy

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We believe all roads lead to Strategic Posture.

Translates into:
Vision, Mission, Objectives, Goals, Turbulence, Strategy, ​Capability, ​​Change and Investment determines ​ Growth &/or Profit at scale over ​Time.

We will show you; how to apply knowledge and practice of Strategic Behavior for profit and/or growth in turbulent times?

Strategic Posture 2.0:
Vision, Mission, Objectives, Goals, Turbulence, Strategy, ​Capability, ​Investment, ​Change and Investment determines ​ Growth &/or Profit at scale over ​Time.

Remember!

"All
​Roads
Lead
to
Strategic
​Posture.

We help you plan and implement your Strategic Behavior to answer four questions:
​1. Where we are now? 
2. Where do we need to be?
3. How do we get there?
4. How do we lead and manage change?

​Strategic Posture 2.0

Our practice is from the general to the specific and vice versa at scale.

Helping you audit, diagnose, train, plan, and implement for your future strategic decision making.

Click to view list

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)

Birds eye View of what we do!

Please Note: The videos below are for illustration, review and discussion only. Given the dynamic nature of the business environment; propositions change.  Considerations for relationships and domain of applicability such as; order (first, second  order effect etc.), hierarchy, cause-effect, dependencies, multi-variants, trends, strength, weaknesses, opportunities, threats and other imperatives are implicit rather than explicit or not presented. Therefore, practical applicability is not advised.

Management is, above all, a practice where art, science, and craft meet.
​​Henry Mintzberg

In General; Strategic Management (soundless 40 second video)

Specifically; Strategic Leadership (soundless 38 second video)

Specifically; Strategic Information (soundless 39 second video)

Partial References:  Based on H. Igor Ansoff, Father of Strategic Mangement (1965 & 1979 and 1984) 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 (1988 & 1990), Hamel & Prahalad (1994), Goleman (1995), Ansoff, Declerk & Hays (1974), Salameh (1987), Simon & March (1958), Taleb (2001, 2010 & 2012), Trippi & Salameh (1989), Bandura (1997), Kotler (2010), Hamel (2010), Pfeffer (2011), Turban (2014), Christensen (2016) & Kotter (2017).

1. A good manager is now by definition a leader. Equally, a good leader will also be a manager.
2. John Adair

We apply our philosophy; by building on existing knowledge and/or new knowledge to create ​success through planning/implementing periodic and/or real-time interactions with turbulence.

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If I have seen further than others, it is by standing upon the shoulders of giants.
​​Sir Isaac Newton

We build on existing knowledge and/or new knowledge to create ​success.

Either test then build, vice versa or both.

Copyright© 1993-2022 Tamer Tamer Salameh. All Rights Reserved.

A wise person does not spread a lot of wisdom.
​Unknown Author

Rather, spreading questions is encouraged; ​specifically, fundamental questions. 

What is a fundamental question?

A fundamental question is the foundation for action.

We partner with you to answer the fundamental questions.

Big Ben, London - UK

"The
FUNDAMENTALS
are
in
the
​ DESIRE (Hume)
and/or
​REASON (Descartes).

(What, who, where, when, why,  how, if-then and else?)

Flatiron Building, New York - USA

Copyright© 1987-2017 Tamer Tamer Salameh. All Rights Reserved.

We encourage your interaction with us.

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

Request Contact

Feel free to call or e-mail

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Remember
"All roads lead
to
Strategic Posture.