Resource deployment strategies┬áThe second article in the series on effective executive management during an economic downturn addresses the process of adjusting resource allocations during a period of reduced demand. IntroductionAn economic downturn tests a leaderÔÇÖs skills and mettle. In the first article of this series, we introduced a disciplined executive process to ensure that your company not only survives but is positioned to rapidly grow when economic conditions improve, as they will.

Looking forward to recovery┬áIn an economic downturn, forward-looking executives introduce strategies for survival, but also prepare the business to lead during the recovery, says Rick Burris, Principal, Oliver Wight Americas. Stressful times create an environment of great risk but also of great opportunity. Economic downturns have always produced a winnowing out of weak businesses and ineffective executive teamsÔÇöbut they donÔÇÖt last forever.

Measuring performanceIn part six of his series on managing and leading people, Jon Minerich, Principal, Oliver Wight Americas, Inc., discusses the importance of performance measurement, and in particular, ensuring that the right things are measured. IntroductionMeasuring performance is a perennial topic in the executive suite, in board meetings, and at meetings of management scientists. To paraphrase Dr. Deming, measuring performance is good; measuring the right things is the trick executives must learn.

People in teamsIn part five of his series on managing and leading people, Jon Minerich, Principal, Oliver Wight Americas, Inc., describes how to set up successful teams. Everyone, it seems, is talking about teams, teamwork, and team building. Smart CEOs know that teamwork is crucial to accomplishing their companyÔÇÖs strategic goals, and also that there is more to it than assembling a collection of individuals to work together.┬á  The concept of teams in business is not new, yet many companies still struggle to deploy them effectively.

People developmentIn part four of his series on managing and leading people, Jon Minerich, Principal, Oliver Wight Americas, Inc., shows how companies with simple technologies often outperform competitors who have the latest and best technologies. The differentiator, he says, is the skill and ability of the workforce.  IntroductionThree of the top ten key factors that drive company performance, according to a poll of business executives, are:1. Attracting and developing talented employees.2. Creating a performance-oriented workforce.3.

Change management and learningAfter developing a succinct vision, and designing an organizational structure that supports the vision and enables the implementation of the strategy, CEOs must prepare their organizations for the planned change and lead the transformation. Part three of a series on managing and leading people by Jon Minerich, Principal, Oliver Wight Americas, Inc.┬á As Mark Twain quipped many years ago, ÔÇ£You know, IÔÇÖm all for progress. ItÔÇÖs change I object to.ÔÇØ This applies only too well in business.

Designing and developing the organizationOnce business leaders define the companyÔÇÖs vision, they must develop an organizational structure to accommodate the strategies that will achieve this vision. Part two of a series on managing & leading people by Jon Minerich, Principal, Oliver Wight Americas, Inc.┬á This second article in the managing & leading people series focuses on four key areas of the organizational design process: business maturity, strategy, consistent work practices, and HR policies and procedures.

┬áStrategy & leadershipBusiness leaders must develop a people strategy and leadership style to maximize business performance and achieve their companyÔÇÖs vision, says Jon Minerich, principal, Oliver Wight Americas, Inc.┬á In todayÔÇÖs business environment, events happen quickly. To meet this challenge, many leaders focus on technology and process improvement strategies in an attempt to make their companies more responsive to changing market conditions.

The product management reviewIn the final installment of his series on product management, Donald McNaughton reaches the Product Management Review, which provides an update on the status of projects and doubles as step one of the monthly S&OP process. Part four of this series discusses the monthly status update and product management review (step one of the sales and operations planning process), which encompasses the remaining process steps (11-13).

Project managementIn part three of his series on product management, Donald McNaughton focuses on how to ensure that the projects in the project portfolio remain on scope, on schedule, and on budget. The first core process of product management, portfolio management, was described in part two as a systematic process that manages the products of a business through their lifecycle, guided by the strategic intent and profit objectives of the business.