When engaging in strategy and planning, the focus is on the future, as it should be. Savvy planners know that a great place to start is by looking at the recent past and separating what is working from what is not.
A clear-eyed view of underperforming elements of the organization forms the foundation for the Strategic Renewal Process: a systematic, structured way of evaluating your products, services, customers and yes, your people. Here’s the insight: in each of these four categories, the organization likely has some that contribute more than others. Some need to be developed, some better aligned, some removed completely.
The strategic renewal process looks at each of these factors and rates them by asking three key questions: are they significant, are they strategic and are they profitable? Let’s take a close look at each.
Significant means a noticeable, positive impact on the enterprise. In the case of customers, volume of activity is one measure but not the only one. Maybe you’ve launched a new product or service, and a particular customer is trying it out. This would make the product and/or service, the customer and quite possibly the employees directly engaged in deploying this significant.
Read the full story on Printing Impressions, a publication of PRINTING United Alliance, ASI’s strategic partner.
