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Trendsmart by Patler

By Patler

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It is helpful to bring to light these cornerstones of your paradigm. Here are five broad assumptions that I have found to be generally applicable across many industries and national boundaries: 1. Today, the rate of change is exponential, not incremental. This is a crucial starting point. Things are changing at a fast-forward, willy-nilly pace. This makes it very difficult to use conventional modes of thought, measurement, or planning. Often things don’t build up or add up; they just explode to a new level.

Instead of mailing the designs to the tooling plant, the engineers zapped them there electronically. The list goes on. By reforming each stage, the auto-parts company had more time for refinements and revisions to suit the customer. The payoff was dramatic. The 140-day timeline shrunk to eighteen days. Overhead costs dropped by 50 percent. The company went from winning roughly one out of five bids to capturing four out of five. From Scarce Goods to Scarce Customers “Customers are no longer supplicants for scarce goods,” Hammer writes in The Agenda.

Good strategy is therefore aligned with sound processes for implementation. It also provides an overview, a sense of direction, a matrix for prioritization, and a basis on which to make—or shy away from—decisions. ” By having generalized priorities, you have established a link between the big picture and the small, practical daily decisions. Linking Strategy and Profitability Good strategy is a pathway to productivity and profitability. The perception of the importance of good strategy and its link to profitability has not come easily.

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