Strategic Plan Implementation: How to Make Good Things Happen and Better Things Happen Consistently

February 15, 2008 · by Melinda Pearson

Getting the strategic plan right is hard to do, but implementing it is even harder. And everyone’s job depends on it.

This article is for subscribers only.

Please Note

Existing members: if you have not logged in since August 21, 2012 please reset your password before logging in as we have transitioned to a new system that requires a new password.

Need help?

DFC Members

If you are already a Design Futures Council member or DesignIntelligence yearly subscriber, and don't have an account, please contact us and we will set it up for you.

The Talent Transition: 16 trends that will transform AEC recruiting strategies

Mar 23, 2016 · by Kerry B. Harding

Since its nascence, the practice of architecture’s success centered on the individual and collective talents of those who comprised the design studio. Read full »

The Status of a Design Professional’s Ability to Shift Risk — Trends or Outliers

Mar 23, 2016 · by Scott F. Fradin

On the risk-reward scale, it easily can be said that design professionals take on tremendous risk for little reward. Read full »

Cross Border Strategies are Changing

Sep 9, 2015 · by James P. Cramer

A destabilization of older markets yields new zones of opportunity Read full »

Sustaining Success Through Leadership Transition

Aug 26, 2015 · by Stephen Fiskum

Design firms that plan and implement successful leadership transition are well-positioned to build upon their legacies and achieve new levels of growth and success. Read full »

How Firms Succeed 5.0

Strategic Implementation: A Sampling of Results

• A full 85 percent of projects are profitable at 12 percent or higher.

• Faster service delivery has been delivered on 96 percent of projects.

• Global client base has grown by 17 percent.

• The fourth consecutive year of contract growth at 8 percent or higher.

• 67 percent of total projects are now full-service delivery in scope.

• Have been recognized for four regional design awards and with letters from satisfied clients on 100 percent of our work.

• Forged new strategic partnership with Asian construction entity.

• Created “smartchange” as a custom building information modeling solution in health care.

• Increased the number of staff by 8 percent and the revenues by 21 percent, translating into productivity breakthrough without burning out staff.

• Moved from a commodity service strategy to a knowledge-based, fee-based strategy.

• Achieved record profits in K-12 education category.

• Completed new book on higher education design solutions with distribution to 2,300.

• Racked up a 33 percent market share increase in industrial sector.

• Made strategic investments in Canada, Brazil, and Mexico.

• Established new liquidity levels and debt free status for first time in six years.

• Introduced new consulting services in Europe through a reciprocal strategic alliance.

• First firm in our state authorized to do advanced biocontainment facility design.

• Record three articles in the Wall Street Journal focused on our process innovation in real estate.

• Reduced staff turnover to 11 percent for two years in a row, meeting goal of 8 percent to 12 percent.

• Expanded by two locations to better serve clients in entertainment design.

Topics RSS Feeds on Twitter

Error retrieving Twitter status

Research Support