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Fahrenheit Consulting Group
The last 15 months have been challenging for citizens, businesses, and government entities. Prior to the pandemic, many government entities were not prepared for long term success in a systematic way. Today, increased uncertainty makes it even more important to do multi-year planning. While we here at Fahrenheit strongly recommend that leaders of every organization reassess their strategic plans due to the changing environment, we also recognize a more immediate need for government entities to address capital planning.
What do you do when the rules of the game are changing, but your Company is not? What do you do when you see a big growth opportunity requiring investment, but you lack information to assess upside and risks?
Since 2008, the economy has presented many challenges for manufacturing companies. Companies responded by streamlining manufacturing processes, reducing headcount and improving purchasing processes to reduce costs. While these actions improved profitability, many manufacturing companies are struggling to grow. Businesses in this position are oft en unclear about what opportunities to pursue first and how to prepare the organization for growth. Important first steps include obtaining internal profitability data and external market intelligence, improving decision making processes, and aligning performance measures and compensation with growth objectives. Of course none of this is possible without the leader embracing the need for change.
Since 2008, the economy has presented many challenges for manufacturing companies. Companies responded by streamlining manufacturing processes, reducing headcount and improving purchasing processes to reduce costs. While these actions improved profitability, many manufacturing companies are struggling to grow. Businesses in this position are oft en unclear about what opportunities to pursue first and how to prepare the organization for growth. Important first steps include obtaining internal profitability data and external market intelligence, improving decision making processes, and aligning performance measures and compensation with growth objectives. Of course none of this is possible without the leader embracing the need for change.
Since 2008, the economy has presented many challenges for manufacturing companies. Companies responded by streamlining manufacturing processes, reducing headcount and improving purchasing processes to reduce costs. While these actions improved profitability, many manufacturing companies are struggling to grow. Businesses in this position are oft en unclear about what opportunities to pursue first and how to prepare the organization for growth. Important first steps include obtaining internal profitability data and external market intelligence, improving decision making processes, and aligning performance measures and compensation with growth objectives. Of course none of this is possible without the leader embracing the need for change.
The last 15 months have been challenging for citizens, businesses, and government entities. Prior to the pandemic, many government entities were not prepared for long term success in a systematic way. Today, increased uncertainty makes it even more important to do multi-year planning. While we here at Fahrenheit strongly recommend that leaders of every organization reassess their strategic plans due to the changing environment, we also recognize a more immediate need for government entities to address capital planning.
What do you do when the rules of the game are changing, but your Company is not? What do you do when you see a big growth opportunity requiring investment, but you lack information to assess upside and risks?
Since 2008, the economy has presented many challenges for manufacturing companies. Companies responded by streamlining manufacturing processes, reducing headcount and improving purchasing processes to reduce costs. While these actions improved profitability, many manufacturing companies are struggling to grow. Businesses in this position are oft en unclear about what opportunities to pursue first and how to prepare the organization for growth. Important first steps include obtaining internal profitability data and external market intelligence, improving decision making processes, and aligning performance measures and compensation with growth objectives. Of course none of this is possible without the leader embracing the need for change.
Since 2008, the economy has presented many challenges for manufacturing companies. Companies responded by streamlining manufacturing processes, reducing headcount and improving purchasing processes to reduce costs. While these actions improved profitability, many manufacturing companies are struggling to grow. Businesses in this position are oft en unclear about what opportunities to pursue first and how to prepare the organization for growth. Important first steps include obtaining internal profitability data and external market intelligence, improving decision making processes, and aligning performance measures and compensation with growth objectives. Of course none of this is possible without the leader embracing the need for change.
Since 2008, the economy has presented many challenges for manufacturing companies. Companies responded by streamlining manufacturing processes, reducing headcount and improving purchasing processes to reduce costs. While these actions improved profitability, many manufacturing companies are struggling to grow. Businesses in this position are oft en unclear about what opportunities to pursue first and how to prepare the organization for growth. Important first steps include obtaining internal profitability data and external market intelligence, improving decision making processes, and aligning performance measures and compensation with growth objectives. Of course none of this is possible without the leader embracing the need for change.
Managing Director, PNC Mezzanine Capital
Technology Start-Up
Vice President Corporate Development, Tomkins
Senior Vice President Americas, Elemica
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