http://www.endeavormgmt.com
April 2, 2015 John McKeever

Strategy Development and Implementation

Strategy Development and Implementation

Strategy Development and Implementation

Transformational Business Strategies

You have a vision for your organization…

Our consultants can help you assess, design and deploy strategy to engage your organization and achieve your vision.  We bring unparalleled industry and functional expertise, proven methodologies and unwavering commitment to your team. Whether your organization is shifting its strategy or reinventing itself, aligning external positioning and internal capabilities is critical to consistently winning in your market.  Helping organizations realize this alignment at every level is our strategic capability.

As trusted advisors, we support your execution effort and become indistinguishable members of your team.  Our time-tested, results-proven Red Zone Management approach will ensure your organization can flawlessly execute the strategy.

Some of the strategy services that Endeavor offers are:

  • Strategic Planning – Agility in today’s demanding marketplace is important. We assist clients in developing a strategic planning process that incorporates a long-term perspective, while focusing on today’s pressing issues.
  • Strategic Organizational Renewal – Endeavor’s process for strategic organizational renewal unlocks value in your business by optimizing organizational performance and protecting customer loyalty.
  • Operations Strategy – Our operational excellence frameworks offer clients leading practices in setting objectives, selecting improvement areas and moving forward with achieving a world-class competitive posture.
  • Technology Strategy  From technology development to deployment, we can support your efforts in translating your ideas into practice.
  • Marketing and Sales Strategy  Our marketing strategy frameworks maximize the value of your existing market intelligence and research. We work with your team to provide rich descriptions of the target markets and identify the best opportunities for marketing communications and sales.

Cayce Colley

Cayce Colley Culture Transformation Consultant Cayce Colley specializes in designing and implementing comprehensive talent management solutions. Her experience spans workforce ...
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John B. Elmer

John B. Elmer Executive Vice President & Board Director John Elmer is Executive Vice President of Endeavor Management. He sits ...
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Michael Shook

Michael Shook Executive Vice President Michael Shook is an experienced Executive Coach, Leadership Development expert, Team Facilitator, Change Management Consultant, ...
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Michelle Howison

Michelle Howison Senior Advisor Michelle Howison is a national- recognized Workplace Culture Expert who works with organizations to build dynamic ...
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Nancy Benthien

Nancy Benthien Director – Middle East/Europe Nancy designs and implements practical business solutions as companies transform aspects of their culture ...
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Integrated Risk Management

While the benefits of strategic change are potentially large, the implementation of such changes continues to be a risky proposition, potentially causing hundreds of millions of dollars in disruption if not managed properly.  This risk management white paper outlines a proven process to outline risks and address such strategically.

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Growing Strategically with Growth PlayBook

Absence of a strategic marketing plan does not equate to failure, but practically guarantees problems, missteps and duplicate work. Our Growth PlayBook framework was developed based on best practices, but with specific industry needs in mind.

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The Art of Birkman Interpretation

We introduce a creative approach to the interpretation of Birkman Method® reports and then introduce a comprehensive method of Birkman analysis designed for those few, especially difficult, Birkman reports to interpret.

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Game Plan for Changing Culture

While there is a great deal of talk about changing an organization’s culture, there seems to be very little agreement on how to do it. Suffice it to say that many managers talk about the desirability of changing culture but few are willing to bite the bullet and go after a full-fledged culture change. One manager even said that changing a culture is like moving agraveyard; you can’t count on much help from the residents. This paper provides a high- level primer on the subject of culture change and will end with a discussion of the Red Zone principles as they apply to this fuzzy situation.

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Essentials of Organizational Communication

A fundamental tenet of effective program, project and/or change management initiatives is the need to make sure everyone involved knows what is going on, why it is going on, how it affects them as individuals and organizational units and what is expected.  This white paper explores the essentials of effective organizational communication.

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Is Your Performance Management System Working?

Without some steering or managing mechanism to ensure that personnel energies are directed to the right ends, an organization cannot be sure of the results that will be delivered over any period of time.  Endeavor Management’s prescriptions on performance management will guide leaders on how to use a proven Contractor Model to achieve business results.

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How and Why to Build High-Performing Teams

In any business, people make the difference. One of the most elusive outcomes is that of creating a high-performing team. Learn how to do it right with this Endeavor Management white paper.

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Achieve Project Management Competence

Many companies, at best, think about project management only casually when each new project comes along. This thinking needs to change because it can have enormous impact on the bottom line.  This Endeavor Management white paper outlines what’s necessary to establish a project management competence.

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Growth PlayBook

Companies often find themselves in difficult positions when it comes to developing a strategic growth plan. This is because strategic requires trade-offs. While the desire to executive a well-designed plan may exist, resource and time constraints curtail companies’ efforts to achieve business value. This white paper outlines the our Growth PlayBook, which outlines an objective approach to aligning efforts with market needs.

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Portfolio Management

Most enterprises want to improve and grow. They commit resources – people and money – to make it happen.  Often, though, the decisions about how to deploy those resources are ad hoc and made intuitive.  Too often is buyer’s remorse.  The investments made turn out in hindsight not to have been the effective at reaching the organization’s goals.  A portfolio management system established a reasoned and thoughtful decision-making process and provides a frame of reference for exercising discipline in making these decisions.

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Run the Business, Change the Business

Significant change is very difficult to implement into the day-to-day operation of a complex organization. Endeavor Management has developed a model for managing these types of complex changes, as outlined in this white paper.

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Beyond the Box - Disrupting the Strategic Thinking Process

It may seem difficult to get past the proverbial box that looms large in strategic processes. The dozen approaches that have been applied to strategic thinking sessions have de facto become their own boxes, due to their frequent deployment over the past decades. To think truly differently, individuals have to take their minds to different vantage points. From there, management can start to evaluate their businesses in a way that is simply impossible within normal business contexts. To escape the traditional box, an organization must learn how to access the “right brain” of as many people as it can within the group, thereby disrupting the typical thought processes residing within the organization. The result? Innovative, creative outcomes and unexpected discoveries arise when employees tap a part of their brains not often used to solve problems.  

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Deploy or Adopt: Success or Failure for Technology Insertion

It has been said that running a business is easy; all you have to do is buy some stuff, sell some stuff…and that’s all there is to it…except a few million details. It may also be said that inserting new technology is simple; all you have to do is buy/build some software and then implement it…and that’s all there is to it, except a few million details. Tongue in check? Of course, but there is nothing tongue and cheek about inserting new digital energy technology into upstream assets…while production is running flat out. While much of the technology holds great promise, the difficult in implementation is much more complex and difficult than even imagined.

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Where are you in Managing Big System Implementation? A Do-it-Yourself Assessment

This Assessment is designed to cause a dialog within an organization that is selecting or implementing a “big technology system.” Implementing any big system has proven to be a risky proposition for most companies. To deal with that risk, many companies use Risk Management as a disciplined practice to ensure that the chances of success are as high as they can be. This Assessment is designed to promote a dialog around three different kinds of Risks:
  1. Technical Risk ‐ Will the system work/operate as advertised once it is installed?
  2. Organizational Risk – Will the organization use the system to the needed level once it is installed?
  3. Business Risk‐ Will the newly installed system work through business processes to “pay off” for the firm?
   

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Board 2015 - The Board of Directors as a Competitive Advantage

To fulfill their responsibilities in this ever‐changing environment, 21st century boards realize they must abandon inadequate 20th century practices. Twenty‐first century boards have some distinctive new expectations that call for the board and chief executive officer to genuinely engage in the complex dynamic of collaboration and oversight. Though addressing a different issue, President Ronald Reagan may have said it best, “Trust but verify.” Boards and CEOs have distinctive roles yet mutual responsibilities. Boards and CEOs must trust and collaborate with each other. The CEO must execute. The board must oversee. Boards that manage undermine their oversight role.

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Information Technology Governance - The Role of the Board of Directors

Information technology is a critical driver of strategic transformations as well as organizational performance. Information technology provides the connection to the customer. The information about the customer, the behaviors, the experience and the product uses are strategic assets and input to strategic directions that have long reaching implications. Leadership much assure discipline is applied in governing information technology just as in governing corporate strategy, financials and enterprise risk. Information technology is second only to leadership in the potential for impact on the enterprise. For this reason alone, the conversations regarding information technology in the boardroom need to be forward looking and strategic with the regimen and rigor boards have come to expect. Unfortunately, too often the discussions are haphazard, not conducted in the language of the board and result from a regulatory requirement or worse, a crisis. Just a couple of years ago, a McKinsey study of corporate boards indicated that over half had only one information technology discussion per year or none at all. The most recent NACD study on the same topic indicates that corporate boards are hungry for information technology discussion and information. But what is the right information to assure the board that the information technology assets are furthering the strategy of the corporation?

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Change Management Critical Success Factors

Increasingly more oil industry organizations are becoming aware that some form of Change Management should be used as an integral part of implementing their newest digital oilfield of the future (DOFF) technology. Companies are learning that a DOFF “technology insertion” is not an easy maneuver. It requests communication, work process re-design and modified role definitions as part of an implementation. In addition to Change Management, there is much more to this oilfield technology story. Other critical success factors for implementation include leadership and organizational forces or other conditions for a successful insertion to occur. This case study illustrates these success factors as each are proactively put in place.

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Project Execution in Changing Times

Many approaches are being taken to reduce the cost of capital developments; some are being put on an accelerated path to drive short term fixes such as price concessions, headcount reduction, insourcing of expertise, drawn out phasing of work, scope reduction and deferral. Systemic issues, that require investment of time and resources require equal attention and can pay dividends now and become a way toward longer term, sustained business improvement.
One of the oil and gas industry’s systemic issues that requires attention is effective delivery of capital projects.  As various well regarded research has shown, the current performance of megaprojects (>$1billion) has plenty of room for improvement and has not significantly changed over the last decade.


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Michael Shook, Endeavor Management, Executive Vice President





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Access Strategy for Healthcare

Capture the results of your marketing and outreach efforts by focusing on access strategy.  We impart best practices from healthcare and other industries to ensure your teams understand what’s possible and a road-map to get there. Once there’s a commitment through action, it’s imperative for healthcare systems to respect and manage such.  This is the basis for our access strategy approach.  Through research, strategy and dashboards, we are able to support your efforts to convert inquirers into patients.  We have adapted best practices from other industries to develop a key set of benchmarks for healthcare.  In addition, we can ensure that your teams can identify “at-risk” relationships through our dashboards.    

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Physician Leadership - How Physicians Can Learn to Lead the Rapidly Changing Healthcare Industry

Physician leadership is of great need.  The health care industry is an ever-changing landscape and, now more than ever, physicians are its leaders. One recent change, which many have perceived as a threat, is the Affordable Care Act (ACA). This means physicians must develop the specific leadership skills that enable them to inspire followers, especially in the face of change. To embrace change means to look beyond “the way we’ve always done things.” Instead, leaders must facilitate relationships that encourage confidence and build competence; they must value and encourage learning and process improvement while recognizing contributions in meaningful and creative ways. These skills are often the difference between success and failure in the face of change — and they’re what set great leaders apart. To learn more about the specific skills and programs to empower physician leaders, please read the article on Texas CEO Magazine. For more information about our leadership development capabilities in healthcare, please contact us.

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Strategic Imperative Digital Transformation in Capital Projects

The O&G industry is at an inflection point in capital project effectiveness. Whether you are an operating asset owner or an EPC, your company is confronted with reinventing the core of its capital projects delivery through digital solutions. Such strategic transformation requires a holistic change management process that focuses on people and work processes to achieve sustained, culturally intrinsic result from new technology and software applications.

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