I was on the ground in London for 30 hours total. As a result, the jet lag was not so bad. I think I caught up with it on the way home.
Of the 30 hours on the ground, three of them were spent going from/to Heathrow and the ExCeL Centre. London is not set up for automobile traffic. The 26 mile trip took 90+ minutes each way. That included one half a leg via the Heathrow Express train to the centre of London.
On the way back to the airport I passed by Buckingham Palace. My Über driver informed me that the Queen was not at home. Good for her.
I am sure the is not reflective of the country in general, but I can honestly say that the best meals I had were on the plane coming and going.
I had about 45 people attend the session. I think they liked it. The English are a tough crowd.
Unfortunately, the audio for these two sessions did not turn out at all listenable. Therefore, I am ust posting the abstracts and the slides. Please feel free to comment or contact me if you have any questions.
Creating shared vision in a small business
Have you defined a vision for your company and shared it with your teams? A shared vision enlists others in the work and provides guiding principles for day to day activities. Creating a shared vision can be hard work because it requires you to examine goals and beliefs and weave them into a cohesive picture of your future. If you’re ready to start this work on behalf of your organization, join Ed Kless to make this part of your 2015 action plan.
Even small organizations can create and execute meaningful strategic plans. Creating a well-defined strategy is hard work and not for everyone, as it requires us to begin to say “no” to stuff we usually say “yes” to. You are hereby invited by facilitator Ed Kless, to open a dialogue about how best to go about creating a strategy for your small business organization.
For the past six months I have been delivering a workshop for Sage partners on developing business strategy in a small business. There is nothing like teaching a subject over a sustained period of time to help you clarify your thoughts.
(By the way, I believe this is the case because of the number of times you are challenged by participants. So to those of you who challenged me, I thank you!)
In my last session in Herndon, VA, I believe I have stumbled across the Mother of All Strategy Questions – MOASQ.
Most strategy sessions begin with the following premise – How much revenue do we need to make (in the time period for the plan) and how are we going to achieve it?
The MOASQ shifts this – How much value are we going to create for our customers (in the period) and how are we going to do that?