As the year’s end approaches, Ximena Jimenez shares a timely post on how to transform the year-end budgeting process into an additional opportunity.
Year end is, undoubtedly, the moment which most of us choose to reflect on the past and think about the future.
I do not know why, but it seems we need a milestone, a ritual, to stop, observe, analyse and reflect on what we did and what we left undone in the year that we are leaving behind, the achievements we made, those which we are yet to achieve, the triumphs, the defeats, what we learnt and what is left to be learnt…
And along with these observations it comes the setting of goals, the creation of plans and the time to commit. And in this way, we put our hopes into the new year which we will generally start out with energy, enthusiasm and optimist.
I wonder why year end is not similar inside the companies…
Of course there are exceptions to the rule, but in the vast majority of cases I have seen, lived, watched and accompanied (as a business consultant or Board member), year-end is a time of the year that is packed with stress, tension and almost entirely focused on closing the budget exercise for the upcoming year. Unfortunately, in the mainstream of the cases, it is the one and only milestone or ritual that is used to evaluate the previous term and plan for the future.
Key points include:
- Overlooking the context
- Looking at the entire pathway
- An entire organisation thought process
Read the full article, Year-end and Strategic Remarks, on LinkedIn.
From his company website, Andrew Hone offers a guide on how to conduct a rapid strategic review and identify new value-creating opportunities for your business.
A strategic review is a structured process to identify new value-creating opportunities within a business. This could be about improving the performance of an existing division, or taking advantage of a new market adjacency opportunity. Many companies undertake strategic reviews on an annual basis as part of their strategic planning process. Other businesses will undertake them on a more ad hoc basis when presented with a specific opportunity or problem within the business. A change of ownership or appointment of a new CEO can often trigger the need for a strategic review of the business as a way to clarify the key areas of opportunity and challenges within the existing portfolio.
Whatever its origins, a strategic review should be a clear fact-based analysis of the business opportunity or issue. It provides an opportunity to step back from day-to-day operations to assess the strategic foundations on which a business is built. The outcome of a strategic review should be a clear set of strategic recommendations and a future roadmap for the business that charts its course and enables increased and sustained performance now and for the future.
Benefits of a strategic review
When conducted well, a strategic review can deliver significant benefits to a business. In addition to the direct financial benefits of improving performance and targeting new growth opportunities, the process itself can improve alignment between employees, senior management teams and other key stakeholders, helping to drive a high performance culture and clarity on the future direction of the business.
Key points include:
- Benefits of a structured approach to strategy development
- Typical scope of a strategic review
- Key principles to follow when undertaking a strategic review
- Indicative timeline and workplan for completing a strategic review in 4 weeks
Access the full guide, The four week strategic review, on the ZenithStrategy.com website.
Umbrex is pleased to welcome Andre Martinelli. André has spent his career helping companies and people grow. Prior to starting his consulting practice, André was a Director, Go-to-Market for Vista Consulting Group (VCG), the operations arm of Vista Equity Partners. Before that, André was a Managing Director at Blue Ridge Partners, a management consulting firm exclusively focused on helping companies accelerate profitable revenue growth. In both roles, André worked with portfolio company CEOs and Chief Revenue Officers to develop go-to-market strategies, build sales organizations, and implement processes and tools to deliver consistent, profitable growth. He began his career at McKinsey, where he returned after business school.
He lives in Michigan with his wife and two young children, and enjoys attending University of Michigan football and basketball games and heading “Up North.” Andre is interested in B2B sales effectiveness and go-to-market strategy projects, particularly for PE-sponsored companies in the Midwest.