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13 results for “business strategy”
then we we start to introduce more and more elements and develop with management more and more elements of the strategic plan. And from our playbook, we have five parts that I'd be happy to outline because they're unique, but they also continue to bu
13:28 / 14:37
from transcript13:28 – 14:37
The other piece is this is a collaboration, not a confrontation. So if I could give visual advice, oftentimes this is why it's also can be difficult in a Zoom. Like, you and I are kind of face to face. Like, we have this problem between us. Right? Th
1:16:30 / 1:17:31
from transcript1:16:30 – 1:17:31
...of strategy publicly. They have to execute the strategy. So it's much better to get there in a back and forth iterative way, and then they're in a position to go out and make it happen. If you approach the problem with you heard it, build something g
37:25 / 38:32
from transcript37:25 – 38:32
organic growth with existing customers, new customers, sales engine selling, what we already do, and then M and A growth, right? That's always something we look at as well. Is it better to go ahead and acquire this skill set or this geography or this
14:46 / 16:03
from transcript14:46 – 16:03
...it usually looks nothing like what we bought.
9:48 / 10:52
from transcript9:48 – 10:52
...strategy? Are they tracked with the right dashboards? Are they paid in the right way? And then you've got corporate identity slash investor relations, which is are we telling the world who we are in a way that will attract the right investor base, an
28:28 / 29:40
from transcript28:28 – 29:40
...businesses reside today within large corporations and are not being pushed to their full potential or managed in a way that is optimizing for uniquely what they can do in the market. And so a big part of our impact mission is to find those opportunit
3:46 / 4:52
from transcript3:46 – 4:52
...business to a team, and so often people gravitate towards that. You really gotta be organized. Oh, that's for sure. And you have to have you do I I lean on it so much in these conversations. Literally, when we talk about our deals, your world class m
15:47 / 16:53
from transcript15:47 – 16:53
...mom and pop businesses. We have some functional experts that lead or run HR and recruiting firms or have done operational either turnarounds or strategy repositionings both at a small level and some at the highest level with much larger firms sent of
42:48 / 43:50
from transcript42:48 – 43:50
...a business, corporate carve outs, buildups, really repositioning a business. When we sell a business, it usually looks nothing like what we bought. So we're trying to minimize some other exogenous risks or things in our control. We often won't take a
10:33 / 11:41
from transcript10:33 – 11:41
...strategy. We have ways of doing things that generate alpha that are different than competitors can replicate, and we have real moats around how that works so we can defend those positions over time. Or it's a scale based argument. Scale can help solv
17:19 / 18:27
from transcript17:19 – 18:27
Maybe it will be with some of these, in in AI ICs and these hot scientists who are pulling down $100,000,000 contracts. Maybe this will change soon. In Hollywood, you have an agent negotiate on your behalf and they kind of are serving as that middle
14:10 / 15:19
from transcript14:10 – 15:19
...of the business. Yeah, I'd agree, we're seeing GPs and management teams being a lot more surgical. They need to maintain commercial momentum, but improve margins at the same time. So they're being more selective about product development, you can lik
6:00 / 7:04
from transcript6:00 – 7:04
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