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15 results for “strategic focus”
Concept5 mentions across episodes
focus
aligned with their goals and their stakeholders. If there is a way for us to put capital behind that solution that accelerates it, increases the probability of success, that's a keystone deal. If we can put capital behind a great manager who is an al
40:30 / 41:32
from transcript40:30 – 41:32
...a realistic strategic plan for making that happen. And for my money, there's really two ways to think about that. One is an alpha oriented strategy. We have ways of doing things that generate alpha that are different than competitors can replicate, a
17:19 / 18:27
from transcript17:19 – 18:27
the skills that are required become significant. And as the steward of your organization, you have an obligation to all of your stakeholders to make sure that you can compete and defend your right to win, let alone expand your right to win. You have
39:44 / 40:49
from transcript39:44 – 40:49
And they defend their turf, not in an ego way, but I mean their team, all the stuff that they're responsible for doing. And, they go hard on some of that stuff in a good way. And that's what got them there is to be, you know, then they don't they don
31:27 / 32:41
from transcript31:27 – 32:41
And we are looking to line things up in terms of that executive's experience and competencies with the opportunity that's in front of us and then compliment them and mitigate exposures by virtue of other members of the team. And we are literally doin
9:03 / 10:10
from transcript9:03 – 10:10
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
And, sometime around the mid eighties to early two thousands, we really honed in on that. Ultimately, we started using the term the leader strategy. And what that essentially means is that in about half the investments we make, the day that the deal
3:01 / 4:08
from transcript3:01 – 4:08
...Mhmm. So the focus on the key sectors is so important to us. We're gonna win in the places that we think we're differentiated. We're going to make sure we have the right people in those seats. Do they have the right resources to win? Do we have the r
21:03 / 22:14
from transcript21:03 – 22:14
...on enterprise accounts, everybody get that message and just move on. So we we're consistent with our message. We wanna do both. We wanna do SMB, bid market, and enterprise. And we also invest our time with the with the growth team, with the design te
14:13 / 15:22
from transcript14:13 – 15:22
...setting a realistic strategic plan for making that happen.
16:33 / 17:41
from transcript16:33 – 17:41
...done is really focused on tying strategy to priorities to outcome. And when you run a large grown up company, the clarity of what is important is really needed. So strategy is just that. What's the most important work that we do as an organization? T
11:07 / 12:15
from transcript11:07 – 12:15
...where we focus in those areas where we have real sector expertise. You know, we had a presence in our in the consumer area, and we probably did some tech outside of those sectors, of expertise in the past. And we've tightened up on those five core ar
6:46 / 7:49
from transcript6:46 – 7:49
roll ups of very small silver tsunami type 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 h
42:48 / 43:50
from transcript42:48 – 43:50
...focus on what we call the everyday economy. And I actually think that in this market, we kinda have to triple down on that positioning even more. Right? And so a lot of the stuff that we do is it's not just even application layer. It's application la
31:29 / 32:45
from transcript31:29 – 32:45
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