Don't wait until January to start planning for success

Are any of these familiar?

  - 2010 plan gathering dust or missing in action
  - Revenue lagging budget
  - Conflicting or changing priorities
  - The wrong services, products or markets
  - Unmeasurable objectives
  - Unpredictable results
  - Unclear investment strategies

Too many company executives echo Lily Tomlin's lament: "I always wanted to be somebody, but I should have been more specific."
 
What separates the slow-growth organizations from the barnstormers is a leader's willingness to develop a business strategy that consists of clear and measurable objectives, has the support of key staff, and is used throughout the year to measure progress and make decisions. Planning meetings run by an outside facilitator, as opposed to a company executive, enhance open communication, staff buy-in and result in a more actionable strategy.

  "McDonald Bradley worked with Celerity Works to develop our business development approach for over five years.
  Mike definitely contributed significantly to our double digit expansion in the government market."
   - K. Bartee, former CEO, McDonald Bradley (acquired by ManTech International in 2008)

I have helped over 60 contractors implement the streamlined strategic planning illustrated below -- tailored to their size, culture and business objectives. The best time to initiate this process is in the Fall - soon after the government's fiscal year ends and in time to influence 2011 operational and business development plans, budget and results.

Contact me at email or (206) 780-4202 to discuss cost effective planning support.


"You are pretty amazing. We would never have gotten this far without your help -- you've earned every dollar so far!"
 
Hewlett Packard
Greg Fields, Director

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