Critical Questions
  • Do your leaders respond in a quick and decisive way to internal and external challenges and opportunities?
  • Does your organization utilize a logical and disciplined process when identifying and executing key issues?
  • How well do you and your leadership team work together to get there?
  • Is there a strategic planning and communication framework within your organization that can drive cultural change?


News from the EDG
  • One of the world's largest global consumer products companies works with GlobalEdg to develop a plan for Building Functional Capabilities.
  • Large consumer packaged goods company engages GlobalEdg to design and facilitate key issue meetings that will feed their 3-year growth plan.
  • Branded global financial services company partners with GlobalEdg to build capabilities in strategic thinking and collaboration for their high potential executives.
  • Leading for Results, GlobalEdg's acclaimed leadership development program has been chosen by a pharmaceutical company as the foundation program for leadership development.
  • The 2nd annual HR CPG Industry Conference will be held October 1st October 3rd in Boston. The theme is "Building Customer Focused Leaders and Leadership"
Want to find out more? Contact us

  I. The Situation

Market leadership and innovation can often be elusive but they are rarely accidental. Successful companies don't react to their competition; rather they recognize the power of proactive thinking, making strategic planning a management priority and imbedding the strategic planning process into the company's culture.

Does this sound familiar? A consumer branded company was in crisis as evidenced by the following:
  • Zero sales growth and declining operating margins.
  • Declining market shares in major categories.
  • Advertising expenditures as a percent of sales in decline.
  • Overhead costs rising since the introduction of a new organization structure.
  • Accounts receivables, inventory turnover, and return on invested capital all under performing its competitors.
  • Internal competition was common.
  • Functional capabilities not strong enough to compete in a changing environment.
What was management's focus during this period? Primarily, attention was centered on annual operating plans and internal targets, with little focus on what was happening outside the organization. Resources were aligned against new product entries of one brand while "ignoring" others. Strategic business plans were created in isolation and poorly communicated throughout the organization.
  II. The Response

By instituting a leadership process that focused on strategy and execution, the company was able to steer the organization in a direction that addressed key issues and leveraged their competitive advantage back in the marketplace. A structured approach was implemented; one that required people to collaborate on an internal and external fact-based analysis of the company, competition, category, and consumers. After a detailed analysis, issues were prioritized, negotiated and communicated, allowing the organization to focus on strategic choices and goals, resulting in a multi-year growth plan.

An ongoing process within the organization, which included an annual operating plan, quarterly priorities and weekly communication tools, supported this growth plan. Managers were held accountable through measures, metrics and milestones. In addition, they were responsible for development plans that build employees' capabilities allowing them to achieve results.
  III. Application

At GlobalEdg, we use a strategic thinking pyramid that serves as a framework to drive the process. Our experience points to companies who have built their leadership muscle through strategic thinking and execution capabilities. Once companies develop first-rate strategic thinking skills, their leaders can begin to address problems and opportunities at the strategic rather than tactical level.

The GlobalEdg Strategic Thinking Pyramid™

Our proven, trademarked model brings consistency, rigor and discipline to an organization's planning and execution processes. We train key leaders to build this capability!

Strategic Thinking Pyramid™ 
Sustain success: Finally, recognize that strategic execution will falter without a conscious effort to maintain momentum. The management tool kit for sustaining results includes performance management processes, rewards and recognition, systems, training and communication.

Assess results: To stay on track, clear measures, metrics and milestones are needed:
- Measures determine what should be tracked.
- Metrics are quantitative values such as a quota,
   percentage increase or cost reduction against a goal or target.
- Milestones establish the time frame

Execute the Plan: Insight into the marketplace, internal capabilities and value proposition are of little consequence without a robust and systematic execution methodology. Timelines, accountabilities and resource alignment are the fundamentals of execution.

Develop objectives and strategies: The second step develops objectives and devises strategies to achieve them. Think of the strategic choices the company needs to make! If the objectives state "what" needs to be achieved, the strategies provide a "way" to get there.

Investigate landscape / marketplace: The base of the pyramid calls for a thorough assessment of the internal and external landscape including a systematic review of marketplace conditions. Data is summarized, leading to key issues and implications for the business.
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Strategic planning and execution is a complex, sophisticated and necessary process for all organizations. Although it takes time and money to develop organizational competency, the risks are very high for organizations that lack planning expertise. Investing in the strategic thinking skill development of executives and high potential managers is a good insurance policy for sustainable success. Click on the following link to download a copy of our whitepaper "Insights to Action".