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When companies define their strategic priorities, it is common to include in this list items that are not building blocks of the company's strategic goals. At least directly. Some of these items are extraneous, pet projects and/or impositions from third-party...

You may have heard - or asked - questions such as: “If our company does not hold a large market share in our markets, should we worry about market growth?” “How would we even estimate market growth?” “If most of...

If your organization is not delivering the results you expected, maybe one factor holding it back is a lack of razor-sharp precision. Most business leaders would benefit from sharpening their strategies: employing more clear language (calling a sword a sword),...

Most articles about organizations who failed to read the writing on the wall and thus lost a life-changing opportunity, faded into obsolescence or lost their brilliance include some anecdotal evidence that illustrates how senior management had been forewarned by a...

In my last article, you were challenged to raise the bar for what you consider to be a core competency and start thinking of it as your super-power. The basic idea is that you should treat as a core competency...

If your responsibilities include strategy or creating new businesses, you have probably used the concept of "core competencies” a few times. The basic idea is identifying a couple of things your company could do really well, on which you should...

If you manage the performance of your bank, one indicator you track is the NIM.  The NIM is a very reliable indicator of the bank’s ability to earn interest income on the money it takes. It has also descriptive value...