Sutherland Research’s business and advisory division has executed over 2,000 customized high-impact corporate strategy projects over the past several years.
It is noteworthy that 72% of senior executives in large firms characterize management decision making process at their firms as moderately efficient or worse. Each of these challenges is preventable with proper insight and resources. Similarly, Sutherland Research has observed that the stated goal of most organizations is to increase earnings per share, which can translate into higher dividends and a rising share price. However, our studies have shown that earnings per share can be misleading and more emphasis is needed on strategies that maximize shareholder value over the long term.
Our approach to formulating corporate strategy imbibes all the key dynamics and drivers affecting one’s industry. We believe that a well researched business plan should exhaustively analyze the sources of uncertainties and opportunities affecting the business, for instance the current and future competition, shrinking and lucrative segments in the industry, promising regions, major policy changes affecting the industry, etc.
While organizations look at adopting proven strategies such as entering a new industry vertical or geography to grow profits, missteps are still very common. These missteps expose organizations to needless costs as well as risks. Most often, failure is due to one or more of many reasons that include inability to differentiate between strategy and plan, not monitoring and evaluating the progress of plans regularly, continuing with what isn’t working, and not introducing new actions.
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