Strategy & Transformation Archives - Page 126 of 128 - Dawgen Global

Dr. Dawkins Brown is the Executive Chairman of Dawgen Global firm, which specializes in an integrated multidisciplinary service. Dr. Brown earned his Doctor of Philosophy (Ph.D.) in the field of Accounting, Finance, and Management from Rushmore University. He has over twenty-three years of experience in the field of Audit, Accounting, Taxation, Finance, and Management.

If you were to ask business owners what is the most challenging part of entrepreneurship, they’d most likely hand you a long list. Certainly, being a business owner is a bumpy ride, there are highs and lows and everything in between. Some days they have all their ducks in a row, another day might be failing to get even a single duck in action. In all, dealing with a business is no doddle.

Organizations are eager to understand Lean principles and practices and their impact on enhancing creativity, reducing costs, and raising the quality bar. However, their approach to developing human resources does not go beyond staffing the cream from the leading global educational institutes and sending their people to attend workshops. Companies usually spend more on acquiring latest manufacturing equipment or modern collaboration tools than they do to develop their greatest asset--their people.

Tourism is a key element in creating an impetus for financial growth across the globe. The sector was providing jobs to around 260 million people and contributing to over 10% in global GDP, based on 2010 numbers. These numbers will grow in future.

Seeking a return to pre-recession levels of profitability and growth, banks are embarking on a Transformation process which touches every corner of the operation--from providing new tools to its sales force to consolidating back-office operations. Research finds that Banking Transformation projects are over budget 41% of the time, behind schedule 29% of the time, and often cancelled midway.

Linking strategy with execution is crucial for the success of organizations, driving innovation, quality, and growth. If they don't align in a coherent way, a firm potentially risks losing its focus. Leaders need to be expert at both strategy and execution. For organizations to become successful global business, they need to organize a clear winning value proposition, underpinned by unique capabilities, by linking their strategy with execution to everything they accomplish.

Many organizations are unable to successfully recover from a crisis and end up bankrupt. Organizations typically react to crises by adopting only short-term, operational measures.

Big cross-organizational change can be difficult and not all organizational transformation is the same. Rapid advances in technology, a growing global creative workforce, and market with fewer and fewer barriers to entry are driving a hyper-creative volatile marketplace. New ideas are making established business positions obsolete at an increasing rate. Products and services that survive are exposed to commodifying price pressure.

Many companies are competing on the basis of low prices. Yet, Price Wars represent a fundamentally different dynamic than simply trying to get an edge on price. These begin when competitors aggressively and repeatedly set prices below established levels. In many cases, companies that initiate Price Wars engage in self-destructive behavior, which can lead to downward pricing spirals.

On a scale of one to ten, having a good business strategy rates about a fifteen!