inflectionpoint space strategyscorecardssystemsrisk


The goal of a business is to realise a return on investment for the long term. Period. This is contingent on:

  • three key conditions about people, market offerings and workflow being met
  • understanding that cumulative bets are being placed on markets, people and key processes

All the while seeking to ensure customer intimacy, product leadership and operational effectiveness.

We enable leadership teams to refine their business model, renew strategy, upgrade operations and engage their people. We implement the Gazelles One-Page Strategic Plan as a framework to aid development and execution of strategy for real results, without getting distracted by ‘noise’.

Our approach drives effectiveness with personal accountability in a dynamic strategic process that creates clarity for everyone involved.

Goals or Purpose
Jai Gill

What should an enterprise pursue  –  a goal or a purpose?

When asked, many business owners and leaders are quite happy to talk in terms of creating shareholder value or a return on investment.  And when pressed, they see no reason other than that for the business to exist.

Well, according to Eliyahu Goldratt, the 'goal' of a business is to generate a return on investment for the long term.

However, the single-minded pursuit of such a goal will not lead to long term success for an enterprise.  That is because it is the pursuit of the 'purpose' of the endeavor that delivers such results.

The purpose of the enterprise is the underlying reason why its customers choose to transact with it and, provided the enterprise remains true to the purpose, remain loyal for the long term.

The purpose is very much about those outside the enterprise who provide on-going revenues whereas the goal is about a smaller group inside involved in the funding and ownership of the enterprise.

It stands to reason then that the purpose is about meeting the deeper needs of the customer which in turn fulfils the goal of providing a return for investors.

The key is to understand the basics and define the purpose with clarity very simple terms – often no more than a word or a sentence at most.  It must resonate with the customer and your people.

Then build strategies to fulfill your purpose.


Strategic plan
Jai Gill

Traditional planning does not work. While strategic planning is crucial for value creation, in a highly dynamic and competitive commercial environment a traditional three or five year plan rapidly falls out of date within months.  Particularly one that is in the form of a tome prepared by a small number of people who are ‘in the know’.

Traditional planning also hampers good decision-making. Managers are routinely forced by commercial dynamics to ignore such plans and develop their own knee-jerk tactics on the fly, without considered analysis, verification and accountability.  

Strategic decision-making cannot be confined to annual strategic planning events.

Such traditional plans, with their inherent inadequacies, lack of buy-in from key managers and the need to execute in a highly dynamic commercial environment, are often irrelevant the moment the ink is dry. And the bigger a company gets, the faster it grows, the harder it is to get everybody on the same page.

The One-Page Strategic Plan is a vital tool to enable the pursuit of aggressive yet highly pragmatic strategies with a higher chance of achievement. The supporting key performance indicators and critical numbers enable better informed decision-making. It also enables managers to act as ‘walking articulators’ of a living plan that is regularly reviewed and updated thus ensuring the whole company is on the same page all the time.


Jai Gill

Which one to prepare first? Well, it depends on the situation.

One logical approach could be to develop the Strategic Plan first, then the Marketing Plan and finally the Financial Budget.

In reality, managers need to consider aspects of all three simultaneously. 

Market intelligence and the availability of finance are just two examples of many inputs required to ensure a realistic strategic direction.

It all comes down to the approach, methodology and process used in setting the strategic direction.

A well thought out approach, strong commercially proven methodology and an inclusive process can produce dramatic results in very short timeframes.

Ultimately, it is about clarity in the development, communication and pursuit of sound business goals so as to turn vision into value...

And it starts with a dialogue designed to get your people on the same page.