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Centers
Today’s most pressing issues are cross-cutting, not limited to one functional area or expertise. And differing corporate cultures and circumstances necessitate a somewhat unique solution for every organization. These challenges require both exceptional soft leadership skills and hard policies, technologies, and tools to resolve effectively. They require a degree of intellect and experience that is difficult for any one person to amass in a shorter than career length period of time.
Organizations effectively addressing these challenges unleash a value potential that sets them apart from their marketplace competitors; allowing them to not just survive but to thrive regardless of the economic conditions. Their leaders are admired, their workforce diverse, their culture inclusive and accountable. These organizations represent the hallmark of excellence. In a word, they are StrategyDriven.
StrategyDriven Centers of Excellence
StrategyDriven Centers of Excellence provide executives and managers with the multitude of tools, techniques, and insights needed to not only address but to excel in these cross-cutting areas. Each Center of Excellence contains a collection of real-world tested tools and hard-won leadership insights based on our contributors’ work with dozens of small, mid, and large size companies with both domestic and international operations across many industries. Collectively, these methods represent the hundreds of years of experience of today’s most sought after leaders.
StrategyDriven proudly presents the following Centers of Excellence:
StrategyDriven Knowledge Centers
StrategyDriven Knowledge Centers provide executives and managers with a focused, deep-dive examination of a critical business performance area by one of our expert contributors. Each Knowledge Center contains a collection of insightful perspectives and immediately implementable tools that can be used to improve performance in its respective mission critical area.
StrategyDriven proudly presents the following Knowledge Centers:
Decision commitment can be difficult to obtain and maintain. Additionally, not all stakeholders will be equally important to the decision’s successful execution. Therefore, it is important for the decision-maker to recognize the level and source of a decision’s support. As circumstances and the decision itself evolve, support for the decision may change necessitating continued reevaluation of each stakeholder’s level of commitment.
The cost of employee turnover is staggering and yet goes largely unrecognized. There is no financial statement line item, no general ledger entry, and no budget explicitly set aside for this expense that can cost an evenly modestly sized company well over a million dollars each year. 
Creating a well aligned, forward-looking strategy is never easy. Making its meaning tangible to employees at all levels of the organization is even harder. Yet in today’s hyper competitive marketplace, both are a business imperative. Even the average performing small company of 100 employees compensated at the U.S. average salary of $60,000 per year can realize direct bottom line improvements of over $500,000 by improving engagement by 9 percent; still remaining well below the world-class target engagement rate. This highly conservative savings estimate does not include the cost reductions realized by the other benefits incurred from as lower absenteeism, reduced turnover, fewer safety incidents, and increased quality. The question becomes: “How can my organization achieve this performance improvement?”
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…in addition to our insightful complimentary content that includes:
Business Programs