My clients face many different challenges, but let me share the top three with you and how I may recommend you resolve them.

The first challenge is that they don’t implement their strategies effectively. This seems to be a constant problem as great strategies are developed but never implemented successfully. In order to implement these strategies successfully you need to involve employees in the strategy development process. Create internal champions who will help everyone see how they fit into the bigger picture. You need to provide clear accountabilities and measurements so people know what success will look like and how they can help get there.

The second challenge my clients face is that they don’t collaborate enough with their customers and suppliers on improving performance. You must engage employees, customers, and suppliers more often in identifying new performance improvements. Look at your best customer relationships and determine why that is. Look at how your suppliers are working with their best customers. What can you learn and build into your own organization?

The third challenge my clients face is that they move too slowly. Organizations often spend a lot of time on activities that are not adding any value to the organization. You need to assess your operations and stop performing activities that don’t increase profit, improve attraction and retention of top people, improve customer service or improve the sustainability of the organization. I help my clients focus on value added activities and if you ask yourself those four questions and you can’t answer yes to any of them you need to stop doing the activity.

Research In Motion (RIM) is a classic example of a company that moved too slowly and now they are struggling for survival in the cut-throat cell phone and tablet markets. They developed some very good products but became complacent and they are now losing market share rapidly to companies like Apple and Samsung.

Speed is a key component to the success of any company. What are your biggest challenges and how are you tackling them?

When Steve Jobs passed away yesterday, we lost an innovation icon. There has been no one in the last 30 years (or longer) who has done more for consumer technology. The Mac computer, the iPod, the iTouch, the iPhone, the iPad - each of these was revolutionary. People would wait outside Apple stores for hours to be the first to get their hands on these products.

He was an inspiration to a whole generation of workers and made our lives better with his inventions and creations.

We lost a great man with great ideas and his legacy will live on with that little logo we see on all Apple products.

Miller's Monday Morning Message
presented by ACM Consulting Inc.

Andrew Miller on strategy, operations, life balance and everything in between

Toronto - August 29, 2011 – The passing of Jack Layton has left a gaping hole in the leadership of the Canadian New Democrat Party. The leave of absence taken by Steve Jobs has left Apple with some big shoes to fill. These are just two examples of organizations that must immediately deal with a succession and leadership issue. Layton had already appointed Nicole Turmel as interim leader and Tim Cook has been making many of the decisions at Apple for the past six months. Will this ensure a smooth leadership transition? It will certainly make it easier. The one thing we can learn from both of these situations is that you never know when one of your top leadership positions will be vacated, so your organization better be prepared for it. Here are some ways to do that:

• Decentralize decision-making - Organizations that give employees the ability to make decisions on their own will be better insulated when someone from the top leaves as there is less reliance on them to make all decisions.
• Have a succession plan - When Jobs stepped down, he recommended that the board "execute the succession plan and appoint Tim Cook as CEO." No discussion needed as the plan had already been developed and approved.
• Create an 18-24 month plan for new product or services - The strategy may change a little, but if you already have the roadmap for the next year or two, it softens the blow when the leader steps down or is removed.

A great leader will always be missed, but there are ways you can reduce the risk on your organization and continue to push in the right direction. Let's hope that Apple and the NDP were well-enough prepared.
 
To request an interview or more information, please contact:

Andrew Miller
416-480-1336
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http://www.acmconsulting.ca
 
Follow me on Twitter @AndrewMillerACM

© Andrew Miller. All rights reserved. 2011.

Miller's Monday Morning Message
presented by ACM Consulting Inc.

Andrew Miller on strategy, operations, life balance and everything in between

Toronto - August 22, 2011 – Borders just became another victim. Blockbuster and Kodak have suffered, or will suffer, the same fate.  It almost happened to General Motors. Companies that used to be market leaders are closing their doors. Why? Because they forgot what made them market leaders in the first place, innovation, and they recognized a changing industry much too late in the game. Borders became a victim of the digital age...people ordering digital books and ebooks online to read on their tablets and e-readers. I use the word 'victim' but that is not the correct word. Borders was part of a changing industry and they didn't recognize early enough how to capitalize on that change, so they got left behind. Market behaviour is always going to change as a result of innovation, technological enhancements and changing customer habits. The companies that thrive are the ones that not only recognize this fact, but look for opportunities to exploit it. Being first or second out of the gate definitely has its advantages. Here are four things to think about to ensure you can thrive in any environment, especially in a declining industry:

• Be constantly aware of what customers want - This can only be achieved by talking to them and involving them in the development of new ideas and innovations.
• Be aware of what technological advances might impact your industry - Know how you can leverage those advances to rise above your competition. Know what the next big thing is before it hits and be the first one to take advantage of it.
• Approach every new development as an opportunity, not a setback - This needs to be ingrained in your corporate culture and permits you to attack opportunities quickly. Develop ideas that not only ride the change, but even get ahead of it so you control how the industry changes (think Apple and the iPod).
• Never get too comfortable - Always be innovating and take what Marshall Goldsmith said to heart, "What got you here won't get you there."

To request an interview or more information, please contact:

Andrew Miller
416-480-1336
.(JavaScript must be enabled to view this email address)
http://www.acmconsulting.ca
 
Follow me on Twitter @AndrewMillerACM

© Andrew Miller. All rights reserved. 2011.

Miller's Monday Morning Message
presented by ACM Consulting Inc.

Andrew Miller on strategy, operations, life balance and everything in between

Toronto - June 27, 2011 – There has been a lot of talk recently about how RIM may become the next Nortel. A Canadian giant who is losing ground to global competitors. But all is not lost for RIM. They are still known to have the best data security in the smart phone and tablet market, and they need to exploit that advantage. But the bigger question people want answered is "Why does this keep happening?" Let's eliminate the argument that this is happening because RIM is Canadian. This has nothing to do with RIM being Canadian. This has to do with a very successful company enjoying their success a little too much while the competition innovated and created products that the mainstream consumer wanted. While RIM was riding high on the preference that corporations had for their products, Apple and Google and others, were building smart phones and tablets that everybody wanted to use. RIM is not the first company to get complacent once they became successful (see General Motors, Toyota, etc.). We want to play the Canada card and blame our size or lack of competitiveness, but the reality was that RIM has fallen into a trap that many successful companies find themselves in, the motivation to continue to innovate and improve while being on top of the world. There are only two ways this can play out, RIM works it's way out of the trap and continues to be successful, or one of their competitors makes an aggressive play to acquire their assets. Either way, it will be an interesting story to follow.
 
To request an interview or more information, please contact:

Andrew Miller
416-480-1336
.(JavaScript must be enabled to view this email address)
http://www.acmconsulting.ca

© Andrew Miller. All rights reserved. 2011.