Monthly Archives: May 2012

The Alternatives To Growth Through Acquisition

Most research suggests that only half of corporate acquisitions succeed in creating value for the acquiring business. As set out in the chart (click on it to enlarge the chart) a full-scale acquisition is only one way to obtain and … Continue reading

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The CEO’s Strategy Handbook – Summer Promotion

Have you bought your copy of The CEO’s Strategy Handbook yet? If not then you should take advantage of my special summer offer. Buy the book between now and 30 June and I will send you an MP3 recording of … Continue reading

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Stuart’s Five Minute Friday Focus – 18 May 2012

This week’s focus: A few years ago I learnt to sail dinghies. For the first few days I was focused on one thing: not to fall in the water! I saw capsizing as a sign of failure and I was … Continue reading

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Take The Innovation Scorecard Test

Simply score yourself and your organisation from 0 to 5 for each of the statements below, where ‘0’ means you strongly disagree with the statement, and ‘5’ means you strongly agree with the statement. After completing the survey sum up your … Continue reading

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Stuart’s Five Minute Friday Focus – 11 May 2012

This week’s focus: Pace is far more important than accuracy in securing business success. Three months ago, for example, I ran a workshop for a client to help them develop a new strategy. I recently followed up with my buyer … Continue reading

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What’s Your #1 Goal?

Every business I have ever worked with has had lots of goals and lots of objectives. I’m sure yours is the same. But which of your goals is the first among equals. Until you’re clear on this it’s really hard to … Continue reading

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Stuart’s Five Minute Friday Focus – 4 May 2012

This week’s focus: I have found one of the key secrets to success in business. In fact, I believe that if it were implemented properly most businesses could quickly grow revenues and profits by 10% or more. Here it is: … Continue reading

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The Secret To Success Is Failure

  It’s only by trying something new, getting it wrong, identifying what’s worked and what hasn’t, and improving your solution until you create something that works. This is true in product development, operational improvements, leadership and strategy – and virtually … Continue reading

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