Dr Jack Jacoby has been a business consultant for 37 years. His experience spans large consulting firms such as E7Y and KPMG. For the last few years, he has run his consultancy, which includes a presence in Singapore. His service provides advisory teams and mentors to leadership teams in medium to large organisations.
He focuses on providing technical teams of experts to solve the client's problems.
Jack has developed an approach to Strategy which features 12 pivot points. The methodology is based on decades of experience in business consulting. The focus is on the relationship between management and shareholders.
All organisations get their baring from their definition of purpose. This seems obvious, but it is not always the driving force. The company must define its KPO (Key performance Outcomes). This applies to non-profits, listed entities and government entities.
The twelve pivot points are:
1. Define the KPOs – the KPI is used to measure the progress toward the KPO
2. The Board
3. Brand, Market – identifiable, stable, big enough. This includes niche markets which can also be considerable.
4. Segment the products, services and customers. What are the products and services being put into each segment?
5. Channels – how can we get the products and services to the Market?
6. Sell and communicate – how do we sell to each segment?
7. People required for the execution
8. Systems and processes
9. Management and Structure
10. Model decisions to achieve outcomes that match the KPOs.
11. Outcomes = KPOs
12. Review the decision tree
This structure can be used to write business plans. It has logic.
An important document for large and small organisations is the company charter. Quite often, the charter for a small business just exists inside the owner's head.
Recent changes and challenges like climate change and pandemics impact the approach to Strategy based on context. In these changing times, some a thriving, and some a struggling. There is no great benefit in thinking about a universal IMPACT. It is better to address it at the entity level so the specific context can be addressed.
Different companies in different environments have different requirements for their employees. This determines whether they can work remotely or in a formal office or factory environment. In the same context, it reflects on the required skills.
A large part of career advancement is reliant on a relationship with an individual's Leader or manager. How can an organisation put in place an optimal environment for this so that remote workers and those onsite are treated equitably?
Meetings conducted Face to Face and by Zoom are different. It is common to record zoom meetings, and the recording can be revisited.
The boom in AI solutions will impact this changing environment with resultant outcomes for careers and professional advancement.
People looking for stability will be disappointed. There are so many areas of evolution (change may have a negative stigma) which means the future can be hard to predict.
In summary:
The world and the business world is continuing to evolve.
Structured analytical thinking: the 12 pivot points.
Contextual thinking: all the changes need to be done in a structured and fluid way. What are the problems, and how should we respond? What about the future? Which aspects can be leveraged now?