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OGSM — Objectives, Goals, Strategies, Measures

Aug 16, 2022 by John Williams 0 Comments
Zig Ziglar said “If you aim at nothing, you will hit it every time.” How many of you have no plan and no goals? How many of you have objectives and goals but no plan on how to achieve them? One more question and this is the most important. How many of you have objectives and a plan, but do not measure the results and actively share them? This is no different than the two teams that finally make it to the Superbowl only to find out there is no scoreboard, no timeclock, no down marker, nothing to measure how each team is doing and who is winning. Don’t underestimate the importance of Objectives, Goals, Strategies, and Measures. They drive results. They provide a roadmap for the organization. They also provide clarity to every single employee.
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Healthy Budgeting Means Cutting Fat—Not Muscle

Aug 9, 2022 by Rich Armstrong 0 Comments
 A few years ago, the Wall Street Journal ran an article about a practice called “Zero-Based Budgeting,” which is basically a cost-control process that was being embraced by big-name companies such as Heinz, Kraft, and Burger King. The idea is that companies don’t roll over budgets from year to year, but they have to make a case for new spending plans each year. This philosophy wasn’t new—Texas Instruments experimented with it a few decades ago—but it seemed to gain popularity with investors interested in keeping costs under control. That was especially true when it came to the Kraft-Heinz merger. But things apparently haven’t worked out.
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Remove the Emotions and Plan With Confidence

Feb 1, 2022 by ITR Economics 0 Comments
      One of the most critical values that ITR Economics provides is removing the emotion from your business planning. Every business leader faces ever-daunting questions, such as “is this the right decision?” or “is this the right time?” or “how can I be sure?” To help with the psychological aspects of managing a business, ITR has created a roadmap based on the Business Cycle. They’ve divided the Business Cycle into four phases and have designated specific business practices for each phase.
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The "Why" Behind High-Involvement Planning™

High-Involvement Planning™, or ‘H.I.P.’, has been critical to SRC’s sustainability of The Game and its long-term financial success. H.I.P. has kept us focused and committed to The Game, primarily because it keeps it fresh and exciting by changing things up, year after year. It redefines our Game each year, with new Critical Numbers™, new financial targets, new challenges to conquer, and new goals to achieve. H.I.P. is also where we leverage the business know-how we have worked so hard to create. We use the collective knowledge of our team to raise our level of thinking from 90-day MiniGames™, to annual bonus plans, to 5 and 10-year visions for the company. The result of High-Involvement Planning is a vision—and a specific plan to achieve the vision.
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To Overcome The Growing Skills Gap, Build A Business of Businesspeople

Oct 12, 2021 by Darren Dahl 1 Comment
The real crisis organizations face is a shortage of employees capable of thinking critically and making tough decisions. The writing was on the wall for everyone to see. There’s a mass exodus underway in the workforce as some 10,000 Baby Boomers turn 65 every single day. The result is that the number of Boomers in the workforce has dropped by 2.2 million every year since 2010—or an average of 5,900 people a day. That leak won’t stop anytime soon since by 2030, all Baby Boomers will be 65. The problem is that plenty of people missed the signs of this trend—and now they’re paying the price as the number of openings exceeds the number of available workers willing to apply for new jobs. The challenge is exacerbated for those companies looking to hire for specific skillsets.
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Why You Need to Connect Your People To Your Strategy

Oct 7, 2021 by Darren Dahl 0 Comments
In 2018, the executives at banking giant Wells Fargo issued a new strategy for their business: the overall goal was to create long-term banking relationships with their customers. And to measure how well the company was executing on that strategy, they began tracking “cross-selling.” In other words, employees would be measured, and rewarded, based on the number of different accounts—from deposits and credit cards to auto loans and mortgages—a customer opened with the bank. The CEO at the time even coined a slogan: “eight is great” to illustrate the optimum number of accounts a customer might have with the bank.  On paper, you could argue that the more accounts a customer had would likely equate with a longer-term relationship with the bank. But, if you’ve been paying attention to the news for the past few years, you know that things went spectacularly wrong. 
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Ten Steps to Strategic Planning Success

Oct 5, 2021 by Great Game Team 0 Comments
For nearly four decades, SRC has been perfecting its approach to strategic planning, and every year it keeps getting better. Here’s the proven step-by-step approach to building good, accurate plans employees love to execute. People Support what they help to create. That is why at SRC and The Great Game of Business®, building a strategic plan is about involving ALL employees in the planning process. That means planning is a year-round event, and it begins with what’s happening in the real world. Twice a year, in June and October, SRC brings the marketplace to its people so they can accomplish two goals: Develop business-growth plans they can own. Help employees answer the questions: Are we confident and energized about the direction of the company? Having a strategic plan is more than putting on paper what you plan on doing over the next year. It is about setting a strategy, building a plan, dealing with market changes, and most importantly, enabling everybody to contribute. This is what we at The Great Game of Business call High-Involvement Planning™. Big picture — High-Involvement Planning can be broke down into clarifying your strategy and building your plan. If you zoom in, you will see that there are really ten steps to having a successful strategic plan.
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One Sentence Employee Engagement: 20 Words To Gain Emotional Commitment

Sep 14, 2021 by Kevin Kruse 1 Comment
One Sentence Engagement? Is it truly possible to condense the science of employee engagement into a single sentence? It is and I’m about to convince you of that. But first I need to explain why I’m taking this extreme exercise in reductionism. Studying leadership and employee engagement has been a passion of mine for the last couple of decades. As an entrepreneur, I used engagement to chase and eventually catch a Best Place to Work award. As an author, one book on engagement somehow turned into three. One speech turned into a global tour. And this article on engagement is number one hundred and something.   <> I know of no topic that is more important to the long-term success of a business than engagement.
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14 Tips for a Productive Meeting (aka Huddle)

Great Game Huddles (what others may mistake for typical staff meetings) provide a communication rhythm where everyone is kept informed, involved, and engaged in the progress of The Game.
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Beware The False Economy

Jun 22, 2021 by Darren Dahl 0 Comments
How Growth and Contingency Planning Can Help You Focus On Your Best Opportunities While Saying No To Distractions. The economy is opening up in a big way. Forecasts now peg the GDP to rise as astounding 6% this year. For some organizations out there, it might feel like trying to drink out of a fire hydrant to keep up with that kind of growth. Many of the SRC companies, for example, are seeing an unprecedented surge in demand for their products and services—levels the company hasn’t seen in nearly 40 years.
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About The Great Game of Business

Our approach to running a company was developed to help close one of the biggest gaps in business: the gap between managers and employees. We call our open-book approach The Great Game of Business. What lies at the heart of The Game is a very simple proposition: The best, most efficient, most profitable way to operate a business is to give everybody in the company a voice in saying how the company is run and a stake in the outcome. Let us teach you how to develop a culture of ownership, where employees think, act and feel like owners.