by Brad Sherringham | Sep 18, 2020 | Articles, blog
Boards and management must drive the effort to improve forecasting methodology Improve sales forecasts when the future is unclear Sales teams can become more susceptible to wishful thinking, causing pipeline estimates to become markedly less reliable when the...
by Brad Sherringham | Sep 18, 2020 | Articles, blog
Board and Management upgrade of the strategic planning process A Three-Step Method For Upgrading Your Strategic Planning Process Rather than throwing away your existing process, consider upgrading it with the “Three R’s”: recovery, retooling and resilience. You can...
by Brad Sherringham | Jun 18, 2020 | Articles, blog
In a crisis, companies must know their purpose Boards must drive the effort to answer a fundamental question: Why does our organization exist? Boards of directors must take charge in overseeing their companies’ long-term direction and vitality, which means enforcing...
by Brad Sherringham | May 1, 2020 | Articles, blog
Purpose: Shifting from why to how (McKinsey & Co.) The disconnects between public perceptions of business and its potential for good, or between employees’ desire for meaning at work versus what they experience, reflect a purpose gap. In a recent McKinsey survey...
by Brad Sherringham | May 1, 2020 | Articles, blog
Crisis management and the board of directors There are areas that boards and their chairs should prioritize when guiding their organizations through unprecedented uncertainty. Few boards of directors had a playbook for managing the crisis we face today. Now, even...
by Brad Sherringham | May 1, 2020 | Articles, blog
Lessons from 2008 for Management and the Board Looking back to 2008, the executive and board leadership that did best for their shareholders focused on taking the necessary steps—regardless of then-current popularity with lenders, investors, or otherwise—to preserve...
