Aim for 100% Different

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Aim for 100% Different

While most firms are busy trying to be better than last year, truly outstanding firms are also investing in being different.  Doing good work, by itself, is usually not enough to make your firm stand out.  Uniqueness is discretionary.

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Strategy Is Deciding What Not to Do

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Strategy Is Deciding What Not to Do

Even if you have a “strategic plan,” you may not have a strategy. Creating a comprehensive 30-slide “plan” is comparably when contrasted with the critical thinking needed to craft a bona fide strategy. A plan can be (and usually is) fairly long, whereas a good strategy is short.  The counterintuitive truth about business strategy is that it’s mostly about deciding what not to do.

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Heads or Hands: Hired for What You Know, or What You do?

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Heads or Hands: Hired for What You Know, or What You do?

In today’s unbundled marketplace, it’s essential to recognize the difference between “Upstream” and “Downstream” work not only because these two different classes of work require different talent, but also different pricing. While professional buyers will attempt to turn your service offerings into apples-to-apples comparisons, remember that the job of the seller (that’s you) is to consciously and continually identify and separate different classes of value and sell, price, and deliver them accordingly.  

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Start Leveraging Strengths Instead of Fixing Weaknesses

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Start Leveraging Strengths Instead of Fixing Weaknesses

Do you perform an annual assessment of your firm’s strengths and weaknesses?  Most of the firms in this habit have a similar way of interpreting the results: breeze right past the strengths and instead focus laser-like on the weaknesses. In extreme cases, managers ignore the findings about strengths altogether and quite literally obsess about the weaknesses.  This is precisely the wrong reaction.

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Creating an Uncontested Market for Your Firm

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Creating an Uncontested Market for Your Firm

If it feels like you’re in an unrelenting race for new business, competing against agencies offering similar services in a similar way, there’s an easy way out: stop offering similar services.  If you shake off the self-imposed shackles of “high utilization,” you give permission to your team to develop their ideas for services and products that can fill the unmet needs of clients. You can fly in the blue skies where no one else is flying.

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Go Beyond Scope of Work to Scope of Value

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Go Beyond Scope of Work to Scope of Value

Agencies are routinely given various “Scopes of Work,” then dutifully proceed to fulfill their client’s requests. But what’s missing from this sequence of events? What should come before the SOW? Our answer: the SOV — Scope of Value.

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