1.
Develop a detailed and optimal corporate governance system that will
ensure making the best possible decisions and the most efficient execution of
these decisions
2.
Develop a comprehensive (but lean!), accurate
and well-structured narrative of your corporate
history and the procedures for using your history in your strategic
planning and overall strategic management process
3.
Develop a comprehensive (but lean!) system of key performance indicators (KPI) for
your corporate objects and processes. Essentially, the KPI database supported by the appropriate KPI trees
4.
Develop a comprehensive (but lean!) system of your
key external factors (KEF) and an
efficient methodology and process for monitoring these factors and using them
in your strategic corporate management process
5.
Develop a comprehensive (but lean!), accurate,
logically sound and emotionally powerful declaration
of corporate identity (DCI). Make sure that it matches your corporate
history and your KEF
6.
Develop a comprehensive (but lean!), realistic (with
just the right degree of ‘stretch’), logically sound and emotionally powerful
corporate mission and vision statements. Make sure that they
match your corporate history, your KEF and your DCI
7.
Develop challenging (but sound) strategic corporate objectives – both financial (financial value, free cash
flow, ROIC and economic profit) and non-financial
(market shares, etc.). Select the optimal monetization
method for your financial value – IPO, strategic sale, dividends, etc. Make
sure that these objectives match your KEF.
8.
Develop a comprehensive set of your corporate strategies – general and functional (marketing, financial, operational, communication,
geographic, risk management, human capital management and information/knowledge
management). Make sure that these strategies are a good fit for each other and
that they match your KEF, your DCI and your corporate mission and vision
statements
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