The Arnott Group, in collaboration with clients, starts with the process of strategy formulation. Some corporations have clear, concise strategies from the BOD down, but surprisingly many have strategies that are expressed as wishy-washy platitudes that cannot be understood by any body outside the shareholder community. The Arnott Group believes that a strategic plan is a powerful document that can not only satisfy shareholders and external interests, but can be a powerful instrument in internal communications, particularly as organizations move to increasingly flat structures. And finally, a powerful plan can be a competitive weapon in the intimidation of competitors by the announcement of audacious plans; Jeff Immelt is doing this at GE with what I call ‘Management by Publication’, his plans are published in Fortune and the Harvard Business Review. How can any division manager say he did not understand the program when it is there in print? An audacious tactic that may not be possible for the CEO of a smaller concern. (GE expects organic growth of 10+%/yr, that’s a new $15billion company every year!)

From a sound strategic plan tactical plans can emerge. At this level of planning and inclusion, the process can be a powerful tool in establishing shared goals and cultures, collaborative labour-management relations, and shared motivation to achieve mutually compatible objectives.

Call The Arnott Group now to discuss how we can help develop an innovation strategy that will astonish competitors and delight shareholders.