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. 

NEW & Under Construction

​ETA January 2023

1- 4obo: Online Seminars/Workshop, Strategic Success &/or Failure in Turbulent Times

2. Strategic Democracy, the missing part of Democracy!

3. IB4B: international Business 4 Business – Students’ Activities

​ETA  2024

4. SDB5: Strategic Data Base 5, members only

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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?
​5. Why not?

​Strategic Posture 2.0

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

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

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

Strategic Posture - Tamer Tamer Salameh © Copyright 1993-2022. 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.