Author name: Mike Sayre

Do you have the right team to implement your strategy? What should that look like—and how do you get there from here? When embarking on a new strategic endeavor, I evaluate the team based on four criteria: Criteria 1 and 2 are non-negotiable. If your team members aren’t aligned with your mission, vision, and values, […]

You’ve generated promising ideas. Now it’s time to evaluate them more deeply and build your implementation strategy. In the last post, we explored how to develop recovery and growth ideas based on customer insights and resource realities. Now, let’s take a deeper look at how to evaluate those ideas using a time-tested tool: the SWOT

You’ve communicated clearly. You’ve stabilized your people and your cash. Now what? Now, you push forward. In this phase, the challenge is shifting from crisis management to reimagining what comes next. This blog is written with practicality in mind. I’m assuming you already have a clear mission, vision, and values in place. If not, I’d

In a crisis, people always come first. Businesses are built and run by people. As a C-level leader, losing the trust and confidence of your people during a crisis can worsen the situation significantly. How you treat people in a crisis will be remembered—long after the crisis has passed. From leading multiple organizations through financial and

Over the past eight posts, we’ve walked through the seven steps of a transformation model I’ve used in three very different companies: The differences were real—industry, size, geography, structure. But the underlying journey of transformation was strikingly similar. Here are the key themes that emerged. 1. Vision Anchors Everything Each successful transformation began with a

You’ve set the vision, built the plan, rallied the team, implemented key changes, and measured progress. Now comes the hardest part: How do you make the transformation stick? Step 7 in our model is to embed and sustain the transformation. Without this, momentum fades. People revert to old habits. And the gains—however promising—erode. Here’s how we approached

Once people are engaged, and a plan is in place, the next challenge is this: Can you execute—and measure what matters? Step 6 in our framework combines two essential elements: implementing the transformation and measuring success. Without disciplined execution and visible progress, even the best strategy will stall. Here’s how we approached this across three different

Once the leadership team is aligned, the next challenge is scale: How do you bring the rest of the organization—and your stakeholders—into the transformation? Step 5 in our model is to communicate the change and engage stakeholders. That means making the transformation real, relevant, and credible beyond the executive team. Here’s how we approached it in three

No transformation happens alone. Even with a clear vision, an honest assessment, and a solid plan—you need the right people around you. Step 4 in our transformation model is to build and support the leadership team. This isn’t just about org charts. It’s about trust, alignment, and shared ownership. An argument can be made that the team

Once we had a clear vision (Step 1) and a grounded understanding of our current state (Step 2), it was time to answer the next big question: How do we get from here to there? Step 3 in our transformation model is to develop a comprehensive transformation plan. This is the bridge between strategy and execution. And