The Sell circle splits into separate sales and marketing functions, requiring different personalities to head up each. (As a side note, the key measurable for marketing or business development is lead generation.) The Make or Buy circle splits into separate operations and

For a more complete definition and process for discovering your core values, read Jim Collins’ September–October, 1996 Harvard Business Review article entitled “Building Your Company’s Vision” (go to www.hbr.com to download a copy for $6). I’ve chosen to align with our friend Jim’s language. Jim was the co-author of Built to Last, which I consider

Whatever strengths or weaknesses exist within the organization can be traced right back to the cohesion of the executive team and their levels of trust, competence, discipline, alignment, and respect.

took him up on the proposition. “In 20 minutes,” he told Schwab, “I’ll show you how to get your organization doing at least 50 percent more.” He started by having Schwab write down and prioritize his six most important tasks to complete in the next business day. Then he told Schwab, “Put the list in your pocket and take it out tomorrow and start wo

sales. Not only did he have to let go of the niggling details, he had to take the first steps toward reserving for himself the role that only the CEO/founder can play, that of leader and visionary. He needed a managerial structure in place to let him focus on his real job of growing the company.

lack of leadership, lack of systems and structures, and market dynamics.

business unit leaders;

Themes create the focus and the fun, but what makes a quarterly goal achievable is a daily and weekly rhythm aimed at keeping everyone informed, aligned, and accountable.

just resting on the laurels of a respected name and a commanding market share. If so, those days are long gone. Thanks to global competition, the rise of e-commerce and the ever-quickening pace of innovation, clear communication of an effective strategy is absolutely essential to survival.