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# Supply Chain AI

AI, agentic AI, digital agentic, AI agent, data analytics, business intelligent, AI chatgpt, AI generator, artificial intelligence,  data science, deep learning, digital agency, machine learning, neural network, chatbot, supply chain, logistics

## Sitemaps

- [XML Sitemap](https://strategok.com/sitemap.xml): Contains all public & indexable URLs for this website.

## Posts

- [Creating Super AI Agents - Beyond RPA](https://strategok.com/creating-super-ai-agents-beyond-rpa/) - Unlock the potential of Super AI Agents! From RPA & Recommendation Systems to BPA & Optimization. Discover key agent types and the path to Agentic AI.
- [Time for Supply Chain Machine Learning](https://strategok.com/time-for-supply-chain-machine-learning/) - There is immense value in Machine Learning (ML) for supply chain planning. Reviewing how to speed up Machine Learning projects (days/months, not years)
- [Boost Productivity by 20% with LLMs and Unlock Other Benefits](https://strategok.com/boost-productivity-by-20-with-llms-and-unlock-other-benefits/) - Beyond productivity, LLMs excel in learning, creativity and code generation. Discover 8 key LLM leverages and strategic implementation tips. Learn how to maximize your AI advantage.
- [Assessing Your Firm's AI Strategic Position](https://strategok.com/assessing-your-firms-ai-strategic-position/) - Navigate AI: Assess your firm's position. From AI Assistants (20%+) to Digital Agentic Systems (40%+), choose your path. Automation's future is here.
- [Supply Chain Management Canvas](https://strategok.com/supply-chain-management-canvas/) - Master supply chain strategy with the Supply Chain Canvas. Align operations, identify AI areas, foster innovation and drive financial performance.
- [Warehouse Management Canvas](https://strategok.com/warehouse-management-canvas/) - Optimize your warehouse! Learn how the Warehouse Management Canvas cuts costs & boosts efficiency. Discover key improvement areas.
- [Using Digital Transformation as a Turnaround Tool](https://strategok.com/using-digital-transformation-turnaround-tool/) - Digital transformation for turnarounds: Rethink IT, optimize processes, and manage change. Learn how to leverage cloud for business recovery.
- [Turnaround Team: Building the Internal Team](https://strategok.com/turnaround-team-building-the-internal-team/) - [vc_row][vc_column][vc_column_text] The first thing and probably one of the most important in turnaround is building the turnaround team. I mean dealing with people issue. The external and internal turnaround teams Normally in turnaround there are two teams. The external team that is a temporary project based team in order to facilitate and accelerate the turnaround
- [Focus Strategy: How Successful SMB Firms Compete](https://strategok.com/focus-strategy-successful-smb-firms-compete/) - [vc_row][vc_column][vc_column_text] In 1980 Michael Porter brought to us the concept of the three generic strategies (low cost, differentiation and focus). The first two have been quite well understood, but the focus strategy looks that there is an important number of firms that they do not understand the importance of that strategy well. The focus strategy
- [Annual Budget: Are You Using Budget As a Real Strategic Execution Tool?](https://strategok.com/annual-budget-using-budget-real-strategic-execution-tool/) - [vc_row][vc_column][vc_column_text] Nowadays, most firms have annual budget processes in place. Nevertheless, there are no many of them using a budget process that is fully align with the company strategic execution process. Even many large firms use budgets just as a “merely” finance tool. We have to stress that budget should be an essential tool for
- [Business Alignment: When Board Is Misaligned with Management](https://strategok.com/business-alignment-when-board-is-misaligned-with-management/) - [vc_row][vc_column][vc_column_text] It is pretty obvious that business alignment is a prerequisite for firms to success. This alignment is even more important in the two top layers of the firm, the board of directors and the management team. Thus, we can find companies underperforming which main cause is poor management, and the effect is the misalignment
- [Do You Really Have a Business Growth Strategy? The Growth Strategy Matrix](https://strategok.com/do-you-really-have-a-business-growth-strategy-the-growth-strategy-matrix/) - [vc_row rt_row_background_width=”default” rt_row_style=”default-style” rt_row_borders=”” rt_row_paddings=”true” rt_bg_effect=”classic” rt_bg_image_repeat=”repeat” rt_bg_size=”cover” rt_bg_position=”right top” rt_bg_attachment=”scroll” rt_bg_video_format=”self-hosted”][vc_column rt_bg_image_repeat=”repeat” rt_bg_size=”auto auto” rt_bg_attachment=”scroll”][vc_column_text] There are some firms that oversimplified the process to build and analyze the company’s growth strategy. Those companies used to confuse the growth strategy with the growth objectives. Thus, they define the Sales Gross Profit Ratio that they would
- [Sales Efficient Supply Chain Management (SESCM): A Success Foundation for a Business Model](https://strategok.com/sales-efficient-supply-chain-management-sescm-a-success-foundation-for-a-business-model/) - [vc_row rt_row_background_width=”default” rt_row_style=”default-style” rt_row_borders=”” rt_row_paddings=”true” rt_bg_effect=”classic” rt_bg_image_repeat=”repeat” rt_bg_size=”cover” rt_bg_position=”right top” rt_bg_attachment=”scroll” rt_bg_video_format=”self-hosted”][vc_column rt_bg_image_repeat=”repeat” rt_bg_size=”auto auto” rt_bg_attachment=”scroll”][vc_column_text] There are some managers still thinking that Supply Chain or Operations are the enemies of Sales. They think that the goal of those areas is just reducing costs what would mean to deteriorate the firm service level, and finally
- [10 Steps of How to Implement the Value Chain Concept Successfully](https://strategok.com/strategy-execution-10-stepts-implement-value-chain-concept/) - [vc_row][vc_column][vc_column_text] The value chain is one of the most powerful strategic tools. Michael Porter (the originator of the value chain concept) uses this tool to define what strategy is. However, the work of Porter looks more focused on strategy formulation than on strategy execution. There is a gap between understanding the concept of the value
- [The Lost Link to Make Strategy Work: Sales & Operations Planning (S&OP)](https://strategok.com/the-lost-link-to-make-strategy-work-sales-operations-planning-sop/) - [vc_row][vc_column][vc_column_text] A strategic plan without a strong strategy execution is just a “dream.” We are living in a very turbulent business environment, in which crafting the right strategy is a key activity in the company growth and profitable journey. However, crafting the right strategy doesn’t guarantee the strategy will work. It is well known that
- [Why Turnaround?](https://strategok.com/why-turnaround/) - [vc_row][vc_column][vc_column_text] If your company or business unit is underperforming consistently and losing money, you likely need a turnaround project. That situation erodes cash flow and damage return on capital importantly. If this bad situation continues during the time, the company moves to insolvency. So urgent action must be taken. Turnaround project must be launched. [/vc_column_text][vc_single_image
- [Finding the leverage points is the key for quick and substantial improvements](https://strategok.com/finding-the-leverage-points-is-the-key-for-quick-and-substantial-improvements/) - [vc_row][vc_column][vc_column_text] System thinking teaches us that focusing on a few leverages points, we are able to create a big impact in our organization faster. The different between leverage points and other improvement initiatives is that leverage points attack problem root causes rather than problem symptoms. Turnaround need to attack urgently the main problems and that
- [Supply Chain Management Definition](https://strategok.com/supply-chain-management-scm-definition/) - [vc_row][vc_column][vc_column_text] It is important to know the SCM concept because many people confuse supply chain with logistics. So they reduce the relevance and scope of supply chain. How we are showing the concept of supply chain is quite broad, and that means supply chain is without any doubt one of the main pillars to focus
- [Strategic Focus: The Value Disciplines](https://strategok.com/strategic-focus-part-i-the-value-disciplines/) - [vc_row][vc_column][vc_column_text] According to Michel Treacy and Fred Wiersema company strategy must be focused on one of the three value disciplines (operational excellence, customer intimacy or product leadership) while meeting industry standards in the other two disciplines. The experience shows that leaders in their industries have usually done focusing business rather than broadening it. The three value
- [System Thinking and Shared Vision pillars in the Turnaround Change Management process](https://strategok.com/system-thinking-and-shared-vision-pillars-in-the-turnaround-change-management-process/) - [vc_row][vc_column][vc_column_text] Many organizations fail to approach problems because they do not understand system thinking and/or lack of a shared vision. So in those underperformance companies quite often we find departments with a narrow focus, when system thinking is required. For example sales departments in slow growth markets or industries to turnaround the situation could try
- [Time for Turnaround: Why does the turnaround decision use to be delayed?](https://strategok.com/time-for-turnaround-why-does-the-turnaround-decision-use-to-be-delayed/) - [vc_row][vc_column][vc_column_text] Many times CEOs used to protect their management responsibility delaying turnaround with different “strategies”: Arguing that is a conjectural stage Arguing that is a marketplace situation Using “accounting engineering” to cover the problem during some while Recognizing that a company has important problems is complex because that means that we have to realize that
- [A Framework to Asses and Monitor Turnaround Processes](https://strategok.com/a-framework-to-asses-and-monitor-turnaround-process/) - [vc_row][vc_column][vc_column_text] There are two frameworks focus on the theory that a company to perform properly need to be aligned in some important hard and soft elements. The “Star Model” was created by Jay Galbraith in the 1960s. This framework remains important to create the foundation for companies design choices. Thus, this model identified five main
- [Supply Chain, Manufacturing and Marketing/Sales Strategies Alignment](https://strategok.com/supply-chain-manufacturing-and-marketingsales-strategies-alignment/) - [vc_row][vc_column][vc_column_text] According to SCOR Reference Model there are three main supply chains or we could say three main supply chain strategies (make-to-stock, make-to-order, and engineer-to-order). As we are showing those strategies must be aligned with manufacturing and marketing/sales strategy. Despite SCOR mention three strategies, we could say that in reality there are two main supply chains and/or
- [Mission: Business Strategy Focus On Turnaround Processes](https://strategok.com/mission-business-strategy-focus-on-turnaround-processes/) - [vc_row][vc_column][vc_column_text] When we are talking about business strategy many times we use the following strategic concepts: values, mission, vision, strategic objectives, strategy, and business policies. Those strategic concepts can be sorted into present and future focus on. Thus, values, mission and policies are very much focus on the present/today (the current situation), and vision and
- [From Strategy to Execution: Strategic Themes and Initiatives](https://strategok.com/from-strategy-to-execution-strategic-initiatives/) - [vc_row][vc_column][vc_column_text] The balance scorecard brings to strategy some new strategic concepts that complement the traditional ones. Thus, the main strategic concepts used in balance scorecard projects are the following: Mission: What do we do? and What is our business? Values: What is important to us? Vision: What do we want to be? Perspectives: Usually four
- [Are We Misunderstanding the Three Strategic Levels?](https://strategok.com/are-we-misunderstanding-the-three-strategic-levels/) - [vc_row][vc_column][vc_column_text] It is well accepted that there are three strategic levels: corporate, strategic business and functions. [/vc_column_text][vc_single_image image=”1257″ img_size=”full” alignment=”center” title=”The Three Strategic Level: Adapted from Javier Gimbert and Luis Vives”][vc_column_text] Common mistakes defining strategies Corporate Strategy: There are some firms that create the corporate strategy but they do not drill down to the other
- [Prerequisites for Change and Success](https://strategok.com/prerequisites-for-change-and-success/) - [vc_row][vc_column][vc_column_text] I am sure that many people have any time questioned themselves “Why do we fail in a project?” With the simple but powerful framework regarding the prerequisite for Change (elaborated by HP), you can easily answer that question. Moreover, even you can plan in advance any project in order to know if the prerequisites
- [Company Improvement Phases: How Do We Accelerate Improvements?](https://strategok.com/company-improvement-phases-how-do-we-accelerate-improvements/) - [vc_row][vc_column][vc_column_text] There is a classification about the improvement phases in a firm according to the degree of development of internal and external processes. [/vc_column_text][vc_single_image image=”3517″ img_size=”full” alignment=”center” title=”The Improvements Phases in a Firm”][vc_column_text] This classification has been widely used (Gartner, PRTM, SCOR, APICS, and so on) but most of the time the improvements have been
- [Sales Department Analysis (B2B)](https://strategok.com/sales-department-analysis-b2b/) - [vc_row][vc_column][vc_column_text] One of the first things for turnaround a sales department is to know what the people profile is. So I would suggest the following classification: Farmers, Hunters, and Soldiers. [/vc_column_text][vc_single_image image=”1236″ img_size=”full” alignment=”center” title=”Sales department staff classification: Farmers, Hunters, and Soldiers.”][vc_column_text] A few common mistakes in sales departments regarding staff profile Not having Farmers: So
- [Analyzing B2B Sales Profiles: Who Are You?](https://strategok.com/analyzing-b2b-sales-styles-profiles-who-are-you/) - [vc_row][vc_column][vc_column_text] Nowadays closing large and complex deals in B2B is getting harder and harder for sales staff. Large firms in order to guarantee the best deal in important purchases are creating robust procurement teams, hiring well prepared professionals from specialized industries (e.g. from logistics service providers), and using consulting firms support. Today large companies are
- [What Are Our Core Competencies? Improving Business Focus](https://strategok.com/what-are-our-core-competencies-improving-business-focus/) - [vc_row][vc_column][vc_column_text] Core competency is a well-known business concept (C.K. Prahalad and Gary Hamel. “The Core Competence of the Corporation” Harvard Business Review, May 1990). However, sometimes the core competency concept is misunderstood, if we assume that any important/strategic activity is a core competency. From that approach almost any activity is important/strategic for the company and
- [Should We Push Sales Importantly in the Middle of Turnaround Processes?](https://strategok.com/should-we-push-sales-importantly-in-the-middle-of-turnaround-processes/) - [vc_row][vc_column][vc_column_text] Many times we have listened that increasing sales have a positive effect in profits because fixed costs are sharing with more sales units (CVP Cost-Volume-Profit Analysis). What it is not many times remembered is that this is true under a few hypotheses (we are going to review some of them): Selling price is constant
- [Creating High Performance Teams](https://strategok.com/creating-high-performance-teams/) - [vc_row][vc_column][vc_images_carousel][vc_column_text] Without a good football team, league cannot be won; without good professors, university cannot get well-trained students; with the wrong staff, a company or department cannot deliver good results. So creating high performance teams is an important key success factor for any team. We could use many characteristics to define what a high performance
- [When Should We Outsource Activities?](https://strategok.com/when-should-we-outsource/) - [vc_row][vc_column][vc_column_text] “Whenever a company produces a service internally that others buy or produce more efficiently or effectively externally, it sacrifices competitive advantage” (Quinn, James Brian, Thomas I. Doorley, Penny C. Paquette “Technology in services: rethinking strategic focus” Sloan Management Review, Winter 1990). Thus, any activity not considered a core competency has the potential to be
- [Tax Efficient Supply Chain Management: TESCM Strategies](https://strategok.com/tax-efficient-supply-chain-management-tescm-strategies/) - [vc_row][vc_column][vc_column_text] There are financial tools like Economic Value Added (EVA) which shows us tax management as one of the key business levers. Tax Efficient Supply Chain Management (TESCM) shows us the potential of using tax and supply chain management in an integrated way. The result of that approach is getting important effective tax saving (effective
- [How Does Top Management Make Decisions?](https://strategok.com/how-does-top-management-make-decisions/) - [vc_row][vc_column][vc_column_text] Many CEOs assume that making and publishing an organizational chart is enough in order to answer the structure and some relates matters like company style. However, there are some key questions like the style question “How does top management makes decisions?” that are not answers with an organizational chart. According to Bain & Company
- [How Important Must the SCM Function Be?](https://strategok.com/how-important-must-be-scm-function/) - [vc_row][vc_column][vc_column_text] The Value Chain tool (Michael Porter 1985) shows us the main activities of the firm. Those activities are separate in primary and support activities. If we analyze the primary activities, we can get the conclusion that primary activities are Demand Activities (Marketing, Sales and Service) and Supply Activities (Inbound Logistics, Operations and Outbound Logistics).
- [From Value Chain and Processes to Strategy Execution](https://strategok.com/from-value-chain-and-processes-to-strategy-execution/) - [vc_row][vc_column][vc_column_text] Value chain concept was created in 1985 for Michael Porter. In 1993 Michael Hammer and James Champy brought us the concept of processes that cut across functional organizational structures. Those processes promise dramatic improvements in terms of cost, quality and speed. We are going to review the value chain, processes concept and the impact
- [Is Profitable and Justified Strategically Maintaining Our Current Network Of Facilities?](https://strategok.com/is-profitable-and-justified-strategically-maintaining-our-current-network-of-facilities/) - [vc_row][vc_column][vc_column_text] Products, customers and offices unprofitable must be identified and make profitably or we should take the decision to remove them. Many times it is assumed that facilities network are a strategic long-term decision, so it is not reviewed the strategic convenience of those investments approved for top management any time ago. Thus, we are
- [Why Do Firms Fail in Emerging Markets?](https://strategok.com/why-do-firms-fail-in-emerging-markets/) - [vc_row][vc_column][vc_column_text] It is well accepted that emerging markets like BRIC countries represent a huge present and future opportunity for growing the business. Thus, many companies are entering into those markets. Unfortunately, not all organizations are able to show off that they are growing as it was planned. So let us review why do firms fail
- [Creative Destruction in Human Resources: Creating High Performance Teams with the 20–70–10 Rule](https://strategok.com/creative-destruction-in-human-resources-creating-high-performance-teams-with-the-20-70-10-rule/) - [vc_row][vc_column][vc_column_text] Jack Welch is a leader with followers and detractors. So we are going to analyze the 20-70-10 Rule that some people could say that is a worthy management tool that creates high performance teams, and others say that is a cruel tool because it fosters to fire 10% approximately of the less performer. The
- [Strategic Focus: Core Business Types](https://strategok.com/strategic-focus-core-business-types/) - [vc_row][vc_column][vc_column_text] John Hagel III and Marc Singer (1999) defining the core business types (infrastructure management, customer relationship management and product innovation) got a similar conclusion that Michel Treacy and Fred Wiersema (1992) in their work about the value disciplines (operational excellence, customer intimacy and product leadership). They show that there are three main different strategies,
- [Quick Financial Firms Analysis: Extended DuPont Model](https://strategok.com/quick-financial-firms-analysis-extended-dupont-model/) - [vc_row][vc_column][vc_column_text] In 1920 DuPont created DuPont Model. Almost one century after DuPont started using this analysis, it still remains a quick and useful tool for analyzing firm’s financial situation and improvements’ status. The heart of the model is the ROE (Return On Equity) = Profitability x Efficiency x Financial leverage. In this Extended DuPont Model
- [Where Should We Start in Turnaround? The “Bunker” Concept](https://strategok.com/where-should-we-start-in-turnaround-the-bunker-concept/) - [vc_row][vc_column][vc_column_text] We could simplify the causes of decline to three: poor management, inadequate financial control, and incorrect sales approach. If the decline cause is clearly restricted to finance or sales, we must start in turnaround for that area. Although we must be aware that sometimes the initial decline cause identified is incorrect, because we would
- [Do We Really Have A Strategy? “When the Strategy Is that We Have No Strategy”](https://strategok.com/do-we-really-have-a-strategy-when-the-strategy-is-that-we-have-not-strategy/) - [vc_row][vc_column][vc_column_text] We have learnt about strategies that work, but what about the common mistakes crafting our company strategy. If we do not know the common errors crafting strategy, we cannot avoid them. So let’s go to analyze different misapprehensions that could make us believe that we have a strategy, when our “pretended strategy” is not
- [Human Resources Myopic: How Firms Are Losing the Human Capital Battle](https://strategok.com/human-resources-myopic-firms-losing-human-capital-battle/) - [vc_row][vc_column][vc_column_text] In 2014 the Spanish football league champion has been Atletico de Madrid. How is a club with just the 30% of the budget of Real Madrid and Barcelona able to over perform those huge teams? The answer could be playing like a team rather than rock and roll stars, having a well-motivated team rather
- [Delta Model Strategy: New Strategic Inside to Define Our Company Direction and Improve Our Performance](https://strategok.com/delta-model-strategy-new-strategic-inside-define-company-direction-improve-performance/) - [vc_row][vc_column][vc_column_text] I remember to trying sharing with a CEO and an academic person the advantages of using the Delta Model Strategy (Hax, Arnoldo C. and Wilde II, Deal L. “The Delta Model – a New Framework of Strategy.” Journal of Strategic Management Education, 2003) but it was very disappointed that those well-prepared people were not
- [How to Grow Your Business. Why Do B2B Firms Fail to Grow? Sales and Marketing Turnaround](https://strategok.com/how-to-grow-business-b2b-firms-fail-grow-sales-marketing-turnaround-recover-growth-path/) - [vc_row][vc_column][vc_column_text] Nowadays, one of the main business issues is how to grow business and “obviously” profitably grow. Therefore, the first task is to identify what is limiting our growth, I mean why we are failing to grow. Thus, we are analyzing the most common mistakes that B2B firms used to make defining and/or executing their
- [Is Your B2B Firm Struggling to Grow Sales? Sales Transformation](https://strategok.com/is-your-b2b-firm-struggling-to-grow-sales-sales-transformation/) - [vc_row][vc_column][vc_column_text] If your firm is struggle to grow sales, you already know that you are facing an important issue which needs to be fixed quickly. We cannot “pilot” our organization, if we are not able to manage the top line of the company (sales). We could try to protect the profitability of the firm with
- [Is It Time to Review Your Business Model?](https://strategok.com/is-it-time-to-review-your-business-model/) - [vc_row][vc_column][vc_column_text] In the 1980s Michael Porter taught us the importance of competition and industry analysis (Porter´s five forces analyses). Nowadays, we are facing a demand crisis, overcapacity, new incumbents from technology firms, industry barriers are falling, and so on. Thus, continue monitoring competition, the industry and reviewing our business model is getting mandatory. Let’s review
- [How to Make Any Project or Initiative Work: The 10 Prerequisites for Change and Transformation](https://strategok.com/make-project-initiative-work/) - [vc_row][vc_column][vc_column_text] It is well-known that 70% of all change and transformation efforts fail. So we are presenting a snappy 10 steps journey to guarantee that “good” turnarounds, transformations, strategic initiatives, projects and so on work and do not fail in the implementation phase. [/vc_column_text][vc_empty_space height=”16px”][vc_single_image image=”6057″ img_size=”full”][vc_column_text] The 10 Prerequisites for change and transformation Let’s
- [The Best B2B Sales Transformation Methodologies and Books](https://strategok.com/the-best-b2b-sales-transformation-methodologies-and-books/) - [vc_row][vc_column][vc_column_text] Unfortunately, market competition is intensifying day by day. Sales organizations need to be updated and even continuously transformed to maintain the firm competitiveness and accomplish with the high demanding expectations of shareholders. Leading sales organizations use sales transformation methodologies to reinvent themselves and revamp sales. What is a B2B sales transformation methodology? It is
- [Quick and Inexpensive B2B Guerrilla Marketing Transformation to Revamp Revenue](https://strategok.com/quick-and-inexpensive-b2b-guerrilla-marketing-transformation-to-revamp-revenue/) - [vc_row][vc_column][vc_single_image image=”173469″ img_size=”full”][vc_column_text] As Jay Conrad Levinson said in his book Guerrilla Marketing “failure to upgrade your marketing effort is a symptom of corporate demise.” Many firms need to revitalize or even turnaround their growth strategy. Nevertheless, without a marketing transformation or deep review, we have the risk of having a false start in our
- [The Sales Area Is Underperforming: Have You Promoted Your Best Salesperson to Sales Manager?](https://strategok.com/the-sales-area-is-underperforming-have-you-promoted-your-best-salesperson-to-sales-manager/) - [vc_row][vc_column][vc_column_text] It sounds strange hearing that it could be something wrong promoting the best performer. For instance, do you know any good mechanics or engineers who were promoted to a managerial position, and the company lost a good technician and got a not too good manager? Please, don’t misunderstand me. There are many mechanics or
- [The Sustainable Competitive Advantage (SCA) Process: The Hearth of Strategy](https://strategok.com/sustainable-competitive-advantage-sca-process-hearth-strategy/) - [vc_row][vc_column][vc_column_text] The concept of Competitive Advantage (CA) is the foundation of your firm direction and strategy. Unfortunately, Competitive Advantage used to be confused having good products/services or being good in some particular competencies. Indeed, Competitive Advantage means having a superior advantage compare with our biggest competitors in a specific market. Failing to build a Sustainable
- [Leadership in Turnaround](https://strategok.com/leadership-in-turnaround/) - [vc_row][vc_column][vc_column_text] Nowadays, most of the training courses assume that there is just one best leadership way (universal approach to leadership). So many people assume that turnaround leadership can be managed for that just one best leadership way. However, the current state of leadership field shows something different. Thus, the contingency approach to leadership assumes that
- [Unconventional Leadership Characteristics in Turnaround](https://strategok.com/unconventional-leadership-characteristics-in-turnaround/) - [vc_row][vc_column][vc_column_text] Donald B. Bibeault in his best-selling turnaround book offers us a reflexion: “We used to assume that the best managers are those whose people are happy, that happiness comes from encouragement and praise, and those consistent demands for better performance are bad for morale. With this conventional wisdom often come the simultaneous toleration of
- [Accounting Roadmap for Turnaround](https://strategok.com/accounting-roadmap-for-turnaround/) - [vc_row][vc_column][vc_column_text] Accounting discipline offers us a roadmap for turnaround. I mean accounting provisions offers us a checklist about company risks. When we are talking about turnaround one of the first things to do is checking the status of the provisions and be sure that all the risks are really contemplated, provisioned and updated. In order
- [Why do we need a specialized Turnaround Team?](https://strategok.com/why-do-we-need-a-specialized-turnaround-team/) - [vc_row][vc_column][vc_column_text] One of the most common reasons to need a turnaround situation is ineffective management. Usually the people who create the problems, they do not know how to solve them. Many people think that just changing the Managing Director is enough to get a turnaround. However, turnaround situations need many initiatives around the whole company
- [Turnaround way of thinking: Turnaround vs. no-turnaround management](https://strategok.com/turnaround-way-of-thinking-turnaround-vs-no-turnaround-management/) - [vc_row][vc_column][vc_column_text] Many people think that a good manager could perform a turnaround project, but in reality among other abilities they need to know turnaround technique or way of thinking. For example, many people who do not have experience in turnaround think that turnaround is just about cost reduction. We will see that in many situations
- [Time for Turnaround](https://strategok.com/time-for-turnaround/) - [vc_row][vc_column][vc_column_text] In economy we can talk about recession when continued decline in economic activity for two or more consecutive quarters. In the micro-economy world, I mean in the companies’ world the timing used to be different. Usually the review process in companies is yearly, and because management teams used to have a second opportunity, two

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- [Demand Planner AI Agent](https://strategok.com/services/demand-planner-ai-agent/) - A critical role of the supply chain function to develop and maintain accurate forecasts for products and services. This role involves analyzing historical sales data to identify key components such as sales trends, seasonality, holidays, and promotional events to predict future demand, ensuring optimal inventory levels and minimizing overstock and stockouts.

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- [Strategy](https://strategok.com/category/strategy/)

## Tags

- [AI](https://strategok.com/tag/ai/)
- [teams](https://strategok.com/tag/teams/)
- [stock](https://strategok.com/tag/stock/)
- [crisis management](https://strategok.com/tag/crisis-management/)
- [leadership](https://strategok.com/tag/leadership/)
- [finance](https://strategok.com/tag/finance/)
- [offshoring](https://strategok.com/tag/offshoring/)
- [outsourcing](https://strategok.com/tag/outsourcing/)
- [rightsizing](https://strategok.com/tag/rightsizing/)
- [Risk management](https://strategok.com/tag/risk-management/)
- [TESCM](https://strategok.com/tag/tescm/)
- [bechmarking](https://strategok.com/tag/bechmarking/)
- [SCOR](https://strategok.com/tag/scor/)
- [IBP](https://strategok.com/tag/ibp/)
- [S&OP](https://strategok.com/tag/sop/)
- [canvas](https://strategok.com/tag/canvas/)
- [artificialiintelligence](https://strategok.com/tag/artificialiintelligence/)
- [machinelearning](https://strategok.com/tag/machinelearning/)
- [microsoftfabric](https://strategok.com/tag/microsoftfabric/)
- [supplychain](https://strategok.com/tag/supplychain/)
- [aiagent](https://strategok.com/tag/aiagent/)
- [agenticai](https://strategok.com/tag/agenticai/)
- [aiassistant](https://strategok.com/tag/aiassistant/)
- [aistrategy](https://strategok.com/tag/aistrategy/)
- [digitalagentic](https://strategok.com/tag/digitalagentic/)
- [supplychaincanvas](https://strategok.com/tag/supplychaincanvas/)
- [warehousecanvas](https://strategok.com/tag/warehousecanvas/)
- [warehousemanagement](https://strategok.com/tag/warehousemanagement/)
- [warehousemanagementcanvas](https://strategok.com/tag/warehousemanagementcanvas/)
- [supplychainmanagementcanvas](https://strategok.com/tag/supplychainmanagementcanvas/)
- [digitaltransformation](https://strategok.com/tag/digitaltransformation/)
- [turnaround](https://strategok.com/tag/turnaround/)
- [competitiveadvantage](https://strategok.com/tag/competitiveadvantage/)
- [sustainablecompetitiveadvantage](https://strategok.com/tag/sustainablecompetitiveadvantage/)
- [sales](https://strategok.com/tag/sales/)
- [underperforming](https://strategok.com/tag/underperforming/)
- [bestsalesperson](https://strategok.com/tag/bestsalesperson/)
- [salesmanager](https://strategok.com/tag/salesmanager/)
- [balancescorecard](https://strategok.com/tag/balancescorecard/)
- [changemanagement](https://strategok.com/tag/changemanagement/)
- [marketsegmentation](https://strategok.com/tag/marketsegmentation/)
- [performanceimprovement](https://strategok.com/tag/performanceimprovement/)
- [processreengineering](https://strategok.com/tag/processreengineering/)
- [valuechainanalysis](https://strategok.com/tag/valuechainanalysis/)
- [guerrillamarketing](https://strategok.com/tag/guerrillamarketing/)
- [inboundsales](https://strategok.com/tag/inboundsales/)
- [culturemanagement](https://strategok.com/tag/culturemanagement/)
- [businessmodel](https://strategok.com/tag/businessmodel/)
- [salestransformation](https://strategok.com/tag/salestransformation/)
- [costreduction](https://strategok.com/tag/costreduction/)
- [growthtransformation](https://strategok.com/tag/growthtransformation/)
- [crisismanagement](https://strategok.com/tag/crisismanagement/)
- [decisiontaking](https://strategok.com/tag/decisiontaking/)
- [micromanagement](https://strategok.com/tag/micromanagement/)
- [organizationaldesign](https://strategok.com/tag/organizationaldesign/)
- [improvementperformance](https://strategok.com/tag/improvementperformance/)
- [managementbyobjectives](https://strategok.com/tag/managementbyobjectives/)
- [customerloyalty](https://strategok.com/tag/customerloyalty/)
- [cycletimereduction](https://strategok.com/tag/cycletimereduction/)
- [strategicalliances](https://strategok.com/tag/strategicalliances/)
- [valueproposition](https://strategok.com/tag/valueproposition/)
- [corecompetencies](https://strategok.com/tag/corecompetencies/)
- [overheadvalueanalysis](https://strategok.com/tag/overheadvalueanalysis/)
- [strategy](https://strategok.com/tag/strategy/)
- [customerrelationshipmanagement](https://strategok.com/tag/customerrelationshipmanagement/)
- [emergingmarkets](https://strategok.com/tag/emergingmarkets/)
- [lean](https://strategok.com/tag/lean/)
- [businessfocus](https://strategok.com/tag/businessfocus/)
- [mission](https://strategok.com/tag/mission/)
- [vision](https://strategok.com/tag/vision/)
- [valuedisciplines](https://strategok.com/tag/valuedisciplines/)
- [supplychainmanagement](https://strategok.com/tag/supplychainmanagement/)
- [supplychainmanagementdefinition](https://strategok.com/tag/supplychainmanagementdefinition/)
- [integratedbusinessplanning](https://strategok.com/tag/integratedbusinessplanning/)
- [salesoperationsplanning](https://strategok.com/tag/salesoperationsplanning/)
- [growth](https://strategok.com/tag/growth/)
- [smb](https://strategok.com/tag/smb/)
- [largelanguagemodels](https://strategok.com/tag/largelanguagemodels/)
- [llms](https://strategok.com/tag/llms/)
- [artficialintelligent](https://strategok.com/tag/artficialintelligent/)
- [generativeai](https://strategok.com/tag/generativeai/)
- [productivity](https://strategok.com/tag/productivity/)
- [aisupplychain](https://strategok.com/tag/aisupplychain/)
- [roboticprocessautomation](https://strategok.com/tag/roboticprocessautomation/)
- [businessprocessautomation](https://strategok.com/tag/businessprocessautomation/)
- [businessprocessoutsourcing](https://strategok.com/tag/businessprocessoutsourcing/)

## Service Categories

- [AI Services](https://strategok.com/neuros_services_category/ai-services/)