Speech Abstract: Strategic Cost Cutting

The business-within-a-business paradigm The Golden Rule of organizational design Detailed vision of the end-state organization The concept of organizational strategy Five organizational systems Structure and cross-boundary teamwork Investment-based budgeting, resource-governance Culture Abstracts of all topics Index of topics

Innovation Organizational agility Digital business Shared-services versus decentralization Merger/acquisition integration,
shared-services consolidations Multi-product,
multi-geography,
maximum synergies Scalability The founder bottleneck Job entry strategy Governance The proper roles of committees ALL

Executive coaching Organizational strategy, transformation Organizational structure, teamwork Resource-governance processes

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Speech Abstract: Strategic Cost Cutting

how to trim what your organization does rather than destroy its ability to do anything at all

There's a good way and a bad way to cut costs.

The typical cross-the-board slashing generally decimates an organization's ability to do anything well. With each manager struggling to make ends meet, things fail randomly and strategies fall apart.

Instead, cost cutting should focus on narrowing the number of things an organization does, while ensuring that it devotes the resources needed to do those fewer things well.

This session offers practical advice in the form of four basic rules of strategic cost cutting, and the mechanics of how to implement an investment-driven approach to cost cutting.

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