In managing a change project…change sponsors, agents, targets and advocates come together to deal with the myriad issues in making significant changes to an organization including resistance, culture, process, strategy and internal communication to ensure a project’s success.

In formulating a strategic vision…stakeholders articulate a strong, implementable
direction which resonates inside and outside the company or organization, including
helping to win financial backing.

In looking at future alternatives…executives create different scenarios around factors
that are most important and most uncertain, build out the scenarios around themes,
then analyze each theme for common situations that point to strategic directions.

In seeking employee ideas and participation…organization leaders tap into employee
experiences in ways that yield important knowledge, build teams and align work with
goals.

In integrating acquisitions…executives rationalize values, build shared visions,
formulate common goals and objectives and execute specific implementation plans,
all aimed at being among the 20 percent of companies whose acquisitions add value.

In planning for succession…board members and retiring CEOs take stock of their
current situation and envision the future to use as prologue and guide in successfully
hiring new leadership to take a company or organization forward.

In finding more time for long-term thinking…frenetic senior executives who normally
spend just 3 percent of their time on such thinking, rely on an experienced hand using
proven process and tools to help build a collective view of the future.

In achieving strategic advantage with new products, services…leaders, including
marketing leaders, envision the ideal, write the value proposition, test the direction
using a cutting-edge process which yields valuable customer or citizen input
and insight.