Does Your Company Have A Pulse On Employee Opinions.

Strategic Technical Regulatory Management (SToRM™):  Integrating the Regulatory Environment into the Strategic Planning Process

Industry Partnerships and Strategic Planning

      Chris W. Brussalis, President & CEO

Many senior executives could write a strategic plan that accurately addresses industry trends and customer needs in a day or two.  Will it be successful?  Most likely, the answer is “no.”  The effectiveness of a strategic plan, or any other initiative, is essentially the product of two things: quality (or technical competencies) and acceptance.   A well-written plan is only successful when it is created and embraced by key stakeholders who have the technical expertise and experience to build the plan and who will buy-in to the plan and its process.   In this way, a strategic plan becomes an analytical tool, living document, and team-building process.  A technically  competent plan that has buy-in will increase the likelihood of successful implementation.

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Does Your Company Have A Pulse On Employee Opinions?

A spot on a “Best Places to Work” list would be cause for celebration for any organization.  Imagine the pride of each employee at a "best place to work" company, a company of leaders who obviously pride themselves in taking their employees’ needs into consideration.  It’s a show of respect for each and every one of the people who truly make the company what it is. 

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      Steve Ezar, Consultant

Strategic Technical Regulatory Management (SToRM™): Leveraging the Regulatory Environment for Competitive Advantage

If you control an industry’s standards, you control the industry lock, stock and ledger”

            -W. Edwards Deming

The opportunities in today’s global economy drive businesses to rethink their strategies and include non-traditional components, such as non-market measures, to create or maximize their competitive advantage.  One of the most critical, but under-valued, non-market measures of globalization is the impact of technical regulations on the ability to access and succeed in domestic and foreign markets.  

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       Kelly L. Glass, Consultant

Industry Partnerships and Strategic Planning

Purpose without action is a daydream; action without purpose is a nightmare.

– Anonymous

A cluster-based approach to thinking about economic and workforce development has become increasingly popular since the late 1990s.  Industry clusters — networks of geographically concentrated firms and the infrastructure that supports them — bring the private, public, and quasi-public sectors together to catalyze action at the international, national, state, and local levels[1].   

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