OUR RESEARCH FOCUSES ON THREE INTERRELATED FORCES
DETERMINING EVERY BUSINESS
AND BRAND’S VIABILITY IN THE FUTURE.
1) Emerging consumer and marketplace dynamics.
2) How these dramatically change what it takes to grow in the future including brand strategy.
3) Why both require a new approach to strategic planning; a recommended new and improved “how-to.”
HOW CAN YOU TAP INTO OUR INSIGHT AND FORESIGHT ON THESE THREE INTERRELATED FORCES?
THROUGH OUR PRESENTATIONS, MASTERCLASSES, WORKSHOPS, STRATEGIC PLAYBOOKS AND ONE-ON-ON COUNSEL DETAILED BELOW.
1)EMERGING CONSUMER & MARKETPLACE DYNAMICS:
Because of them, the new strategic playbook required to future-proof companies, brands, careers.
With concerted research and analysis (informed and vetted by our global think tank), we continuously identify emerging dynamics that will impact everyone regardless of organizational size, category or location. Less famous than climate change or cybersecurity, these dynamics are still incredibly powerful: They’re the genesis of exponential change in the categories in which companies compete. They’re fueling massive changes to business and operational models.
The success of every board and executive team depends on knowing these emerging dynamics. That’s because they’re dramatically changing what it will take to be viable the next 3-5 years; changing what it will take to drive growth and margin; changing how strategic planning must now be done.
2) WHY AND HOW YOU’LL DRIVE GROWTH DIFFERENTLY IN THE FUTURE:
The most effective marketing strategies and value propositions of the future; the future of branding – if done right.
From empowered consumers (who easily organize to bless or damn a company overnight), to the convergence of business and marketing strategy, powerful dynamics are dramatically changing what it will take to engage people and drive preference, advantage, sales and margin the day after tomorrow.
A new strategic playbook is called for. Ours is based on the latest evidence on what’s working, along with insight, foresight and behavioral science. Its “master strategy” is a purpose that customers and employees find more compelling than alternatives before them; how to identify it. All else (innovation, pricing and more) orbit around this master strategy. Any organization who’s approach to strat planning doesn’t account for this is using a process out-of-date for the times.
3) NEW APPROACH TO STRATEGIC PLANNING:
Study findings on what does and doesn’t work and why. And as a result, a new and improved ‘how-to.”
The core responsibility of every leader is to anticipate the future and address potential issues early enough to keep their operation viable. However, our two-year study revealed most companies are not preparing themselves adequately for the day after tomorrow. Many are lax in their planning; leaving themselves vulnerable to emerging dynamics challenging their category, business model, and value proposition. Many confuse strat planning with annual planning. Or they use an approach originating in a time when the pace of change was slower and business operations were less complex.
Fortunately, our research uncovered an improved approach to strat planning. This new how-to is now vetted; proving itself easy to apply, powerful in aligning people behind the same right things, effective in preparing companies for what lies ahead. We teach this new approach two ways: Our half day Masterclass on Strategic Planning is an intense mini-course. Our full day Masterclass features additional learning; is more rigorous and interactive. It’s also informed by pre-event research so that attendees end their day with the beginnings of a plan in hand.
Our insights have been published by
Investor’s Business Daily, The New York Times, Fast Company, Adobe’s CMO.com, Forbes, Ad Age, The 4As, AdWeek, Becker’s Hospital Review, and Becker’s Hospital CFO.