Alliance Perspectives

The implicit understanding among Alliance members is that, in exchange for their willingness to share their own experience and knowledge, they gain access to the extraordinary collective wisdom of the Alliance community of CEOs. Our members do amazing things and here we've collected some of their lessons learned to preserve and highlight the wealth of knowledge in our membership. Alliance Founder & CEO, Paul Witkay, also shares his perspectives on topics such as leadership, strategy and innovation.

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Strategy & Planning - Search Results (67)

Protecting Liquidity: Smart Strategies for Tough Times
July 02, 2009

In today's market, liquidity issues are a serious risk to companies in every industry sector. Read about how to anticipate problems and devise solutions before liquidity issues come to a state of crisis.

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Case categories include: Leadership   Strategy & Planning   

Paul Witkay

Let’s Get Rolling!
May 19, 2009

Alliance Founder, Paul Witkay discusses the current mood of CEOs. This article urges CEOs to start thinking long-term again and focus on leading their organizations toward compelling visions for the future.

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Case categories include: Leadership   Strategy & Planning   

Good News for a Bad Economy
May 19, 2009

In a dismal economy, Alliance members find ways to move forward. One company secures a financial "safety net," while another looks outside of their traditional areas of growth to form a new business, some diversify their services while others focus on customer service to help their clients stay in business or gain market share against weaker competitors.

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Case categories include: Leadership   Marketing   Strategy & Planning   

Andrew Giacomini

Attracting and Retaining the Optimal Team
April 11, 2009

This article discusses a long-term workplace differentiation strategy that will enable you to attract and retain top talent, even in the talent shortage that challenges us all in every economic growth cycle. An ideal time to start is a year or more before the talent pool shrinks.

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Case categories include: Human Resources   Leadership   Strategy & Planning   

When Down Turns Up
February 12, 2009

Alliance CEO members weigh in on their strategies for riding out these tough economic times in preparation for an upswing. One CEO looks at his pricing as he knows customers will be shopping around; another focuses on customer satisfaction and long-term goodwill. An increase in sales and marketing budgets is discussed, along with taking advantage of bringing top talent on board that have been let go from their companies.

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Case categories include: Strategy & Planning   

When & How to Develop Strategic Partnerships that Work…and Avoid Wasting Time on Those that Don’t
December 12, 2008

Today more than ever, successful companies are employing strategic partnerships to gain competitive advantage. These vehicles can help companies expand their capabilities and market share at a much greater pace than going it alone.

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Case categories include: Strategy & Planning   

Robert Sher

Outlasting Hard Times
October 11, 2008

 Run any business for long enough and you'll go through a down cycle. This article identifies some practical tips on preparing your business for hard times, and surviving them when they come.

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Case categories include: Finance   Strategy & Planning   

Five Mistakes CFOs Need to Avoid in a Volatile Economy
October 10, 2008

An overwhelming 91 percent of finance leaders agree that the economic crisis is not yet over, and in fact may just be beginning. This was the finding of Tatum’s October Survey of Business Conditions, based on responses from over 400 corporate leaders. The economy has reached a historic critical point, and business leaders face a daunting situation.  So how do CEOs and CFOs lead amid chaos? No one can predict the future right now, but Tatum’s national Restructuring Practice has helped hundreds of businesses emerge from distressed economic conditions and they offer practical advice for avoiding certain critical mistakes during this time of extreme pressure.

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Case categories include: Finance   Strategy & Planning   

Igor Gonda

Extreme Partnering
October 09, 2008

Partnerships between two firms are often difficult to manage and often fail to bring results. This essay digs into one of the more extreme partnerships - those between life sciences firms, where even in the best of cases, fruits of the partnership can take 5-15 years, where development failures are common, and where large amounts of money must change hands. Lessons learned are enumerated and are valuable not just for life sciences firms, but for companies thinking about partnerships in all industries.

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Case categories include: Strategy & Planning   

John Keagy

Keeping Your Team Focused on your Value-Creation Strategy
August 09, 2008

A high growth CEO builds value by being first to the market with hot new products and technologies. But that means moving faster than is comfortable for all his teams as his organization grows. The case talks about minimizing risk on new product introductions and managing the teams that must do the work.

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Case categories include: Human Resources   Leadership   Strategy & Planning   

Thinking Downturn - Or Up?
May 01, 2008

Among many of today's CEOs, there is growing uncertainty with the economy. Stocks are struggling, while gas prices and the U.S. home foreclosure rates are going through the roof.

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Case categories include: Strategy & Planning   

Jodi Andrews

Choosing Relationships over Meteoric Growth
April 21, 2008

Two female business partners are offered a huge piece of business by a key client. Although initially excited, they think long and hard about the pros and cons of saying yes. Read how the decision went and what they ultimately decided.

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Case categories include: Entrepreneurship   Strategy & Planning   

Rich Bravman

Creating and Owning a Category
April 11, 2008

This CEO has a system for finding new market categories and taking commanding market share leadership. He's done it over and over again, and he tells us how in this essay.

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Case categories include: Entrepreneurship   Leadership   Strategy & Planning   

Leaping Ahead: Courage or Discipline?
January 08, 2008

Read how taking leaps with your business can pay huge dividends. By having the courage and discipline to put innovative business ideas into action, the owner gained huge competitive advantages. The concept is laid out, as well as important steps to get started.

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Case categories include: Leadership   Strategy & Planning   

Business Temptation
November 24, 2007

Thriving business gets customer requests to jump into a new business. After resisting, they go for it with excellent success. When is it wise to start another business?

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Case categories include: Entrepreneurship   Leadership   Strategy & Planning   

David Takeuchi

A Branding Lesson:  The Four Cornerstones
November 10, 2007

Branding is about creating relationships. By building multiple relationships with a client, the CEO discovered new opportunities to grow his business. Four ideals behind successful branding are explained.

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Case categories include: Marketing   Strategy & Planning   

Brent Meyers

Synchronizing Brand Image with Deliverables
December 21, 2006

Successful companies do not survive on brand alone. A CEO comes into a struggling company and rebuilds its brand by rebuilding the value proposition, and then delivers. The importance of building and maintaining brand is examined.

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Case categories include: Marketing   Strategy & Planning   

Tom Oliver

Brainstorm vs. Budget
December 12, 2006

A feature-rich product is designed, but after months of development work, it is discovered that it cannot be built. Key features are dropped so that it can finally go into production.

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Case categories include: Leadership   Operations   Strategy & Planning   

Brent Dusing

Identifying New Business Ideas Take Discipline
December 10, 2006

Great business ideas don't happen by accident. The CEO and his business partner spent months brainstorming, creating, and dismissing many ideas before connecting with one. The process of generating great ideas is explained.

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Case categories include: Strategy & Planning   

Ryan McGredy

From Service to Process to Product
October 21, 2006

Sometimes we sell more than a product or service. By learning his clients' businesses and modifying his own company's offerings, the CEO creates more value for everybody.

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Case categories include: Marketing   Sales   Strategy & Planning