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Vision,
Strategy,
Structure,
and
Results
The
successful
organization—one
that
is
both
currently
productive
and
viable
long
term—has
integrated
the
vision,
strategy,
and
structure
of
the
organization
to
enable
financial
success.
The
ability
of
an
organization
to
achieve
every
iota
of
success
it
is
capable
of
delivering
depends
first
upon
the
organization’s
clarity
of
vision,
second
on
its
ability
to
select
the
appropriate
strategy
(or
strategies)
to
accomplish
the
vision,
and
ultimately
on
the
structure
the
organization
puts
in
place
to
deliver
the
"goods"
to
the
customer.
Clarity
of
vision
is
essential,
as
no
business
can
serve
every
master
or
every
customer.
When
there
is
a
clear
vision
of
who
the
business
serves
and
what
problem
the
organization
is
solving,
the
business
can
direct
its
scarce
resources
to
its
priority
activities.
The
vision
of
the
organization
is
the
consistent
thread
that
weaves
throughout
the
decision-making
process
beginning
with
the
selection
of
an
appropriate
strategy
for
the
organization.
Selecting
an
"appropriate"
strategy
is
key.
The
organization
which
selects
a
strategy
it
cannot
execute
or
deliver
because
of
resource
limitations
or
other
factors
is
an
organization
which
cannot
achieve
the
maximum
degree
of
success.
An
organization
with
the
ability
to
distinguish
between
possible
strategies
and
strategies
it
is
capable
of
delivering—even
if
it
is
a
stretch—is
an
organization
with
a
well-developed
self-awareness.
The
degree
of
an
organization’s
self-awareness
is
a
combination
of
its
stage
of
business
development,
existing
business
resources,
abilities
and
skills
of
the
organization,
and
the
structural
capability
which
can
be
put
in
place
within
the
relevant
three
to
five
year
time
horizon
of
strategy
implementation.
An
organization
is
able
to
build
the
business
infrastructure
required
to
deliver
its
selected
strategies
when
it
is
able
to
identify
operational
gaps
and
recognize,
then
access
existing
capability.
The
structure
of
the
organization
today
is
unlikely
to
be
the
structure
of
the
business
a
year
from
now.
It
is
certainly
not
the
structure
for
the
organization
in
three
to
five
years.
Structure
is
a
function
of
current
operations
AND
the
vision
of
where
the
company
intends
to
be
over
a
period
of
time.
Remember,
structure
arises
out
of
an
organization’s
need
to
deliver
the
"product"
and
the
supporting
activities
required
to
produce,
market,
sell,
deliver,
and
collect
payment.
An
organization
must
be
careful
not
to
mis-time
the
elements
of
structure—adding
them
too
soon
drains
the
organization’s
resources
and
adding
them
too
late
prevents
the
organization
from
capitalizing
on
opportunities.
Further,
the
addition
of
structural
elements
requires
recognition
of
their
impact
on
current
capacity,
systems,
and
processes.
The
integration
of
new
elements
with
existing
ones
often
results
in
a
period
of
diminished
capacity
while
the
entire
organization
is
brought
back
up
to
speed.
Results
are
correlated
directly
with
an
organization’s
integration
of
vision,
strategy,
and
structure.
These
key
business
decisions
determine
the
productivity
of
available
resources.
Organizations
which
divert
resources
away
from
the
visionary
strategic
path
find
themselves
not
reaching
their
intended
milestones
and
ultimate
performance
goals.
The
organization
“bleeds”
resources
that
aren't
generating
the
desired
return.
One
approach
for
businesses
in
all
stages
of
development
is
to
undertake
a
business
planning
process.
When
an
organization
embraces
a
planning
process,
it
is
required
to
develop
the
self-awareness
discussed
earlier.
From
self-awareness
the
organization
is
able
to
identify
and
evaluate
its
alternatives.
The
business
planning
process
is
much
more
than
the
development
of
a
document.
Business
planning
requires
all
levels
of
the
organization
to
engage
in
identification
and
quantification
of
existing
resources,
planned
resource
demands,
and
availability
of
those
resources.
The
definition
and
analytical
process
must
focus
on
a
realistic
view
of
the
existing
business,
its
market,
customers,
and
the
operational
elements
of
people,
processes,
and
systems.
These
are
the
variables
that
determine
what
resources
are
currently
available
and
the
level
of
capital
needed
to
sustain
the
organization.
In
order
to
grow,
an
organization
must
determine
how
much
additional
capital
is
needed.
The
capital
demand
is
a
function
of
the
additions
to
infrastructure
and
the
increased
activity
an
organization
must
undertake—e.g.,
increasing
production,
and
prospecting
and
closing
more
customers.
The
financial
performance—positive
or
negative—is
a
RESULT
of
the
clarity
of
vision,
the
execution
of
strategy,
and
the
efficiency
and
effectiveness
of
the
business
structure.
Generating
positive
financial
results
requires
leadership
and
management
of
the
non-financial
aspects
of
the
business.
The
non-financial
aspects
utilize
and
generate
capital.
The
numbers
reflect
how
well
vision,
strategy,
and
structure
are
aligned
toward
a
profitable
objective.
Ask
yourself
the
following
questions:
1.
Where
do
I
want
my
business
to
go?
2.
What
direction
is
my
business
currently
following?
3.
Is
my
current
business
strategy
profitable?
4.
Do
I
know
where
my
profits
are
coming
from—which
customers,
products,
services,
etc.?
5.
Are
all
of
my
customers
profitable?
6.
Am
I
operating
efficiently
and
effectively?
7.
Do
I
have
the
right
skill
sets
and
systems
in
place
for
where
I
want
to
take
my
business?
8.
Are
external
factors
driving
the
decisions
or
do
I
chart
a
course
based
on
what
my
business
can
do
and
deliver?
9.
What
isn’t
working?
10.
What
do
I
need
to
change—clearer
vision,
different
strategy,
or
different
operating
structure?
The
answers
to
these
questions
can
guide
you
to
toward
the
steps
needed
to
improve
your
organization’s
performance.
FOCUSing
your
business
and
aligning
its
activities
enables
you
to
achieve
more
results
with
fewer
resources.
Instead
of
taking
a
shotgun
approach,
you
begin
to
have
a
laser
focus,
which
enables
you
to
direct
your
efforts
with
precision.
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 Lea
Strickland, MBA, CMA, CFM, CBM, president and founder of F.O.C.U.S. Resources
(a business management systems consulting firm that addresses the total
business through financial performance), has over 18 years experience
in financial and operational leadership positions with various companies
including four Fortune 500 and Global 100 companies. She has worked with
established and emerging companies—private and public, US and foreign-owned.
She holds degrees from The Ohio State University (MBA—Accounting,
Marketing and Human Resource (Change Management)) and The University of
Charleston (Bachelor of Science—Finance and Business Management
with technical minors in Marketing and Accounting).
As a financial leader, Lea was instrumental
in obtaining funding from Deutsche Bank for a local technology growth
company. She is also credited for saving over $30 million for a manufacturing
operation and obtaining $97 million in funding for the expansion of that
same facility. Her client and industry experience includes audit, banking,
OEM automotive and tier one automotive manufacturing, electonics manufacturing,
consumer products manufacturing, software, industrial textiles manufacturing,
and many other industries.
In 2004, Lea was asked to be expand
her consulting practice into working with government grant and contract
recipients on compliance and financial control systems. The government
funding-compliance consulting focuses on small technology, bio-technology,
software, and bio-agriculture businesses transitioning from research and
development to full commercial operations.
Ms.
Strickland
was
also
asked
to
develop
an
“On-shoring”
program
to
provide
consulting
services
to
technology
firms
in
Europe
and
Asia
seeking
to
locate,
build,
and
operate
facilities
in
the
United
States.
These
innovative
tele-workshops
are
provided
via
telephone
and
Internet
to
companies
prior
to
their
establishing
a
footprint
in
the
U.S.
market.
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In
addition to her consulting services, Lea is a well-known and sought-after
speaker, expert panelist, workshop leader, and author on start-ups, micro-enterprise,
small business, financial systems, and business issues for companies of
all sizes. Since 2003, she has had over 200 articles published in journals,
newsletters, website expert sites, and magazines (print and Internet-based).
Her credits include:
Expert Columnist: Carolina Newswire, NC Journal for Women, Business
Leader Magazine, Local Tech Wire
Book: Out of the Cubicle and Into Business
Area/Topic Expert: Entrepreneur Magazine
Contributing Writer and Advisor: Small Business Technology Magazine
Lea has been honored with the several
awards including: Outstanding Young Executive in the U.S. (1989), International
Who’s Who of Professional Management (1999), and Who’s Who
of Executives and Professionals (2003). Currently, she is active in municipal
governance, serving on the Town of Cary Zoning Board of Adjustments (2001
to the present). She has served as an expert panelist and speaker for
the following community and business organizations: Council for Entrepreneurial
Development, Wake County (North Carolina) Community Colleges, Institute
of Management Accountants, Graduate Women in Business National Conference
(2002), Executive Women Club, Fast Trac Programs, Small Business Technology
Development Center (North Carolina)
In addition to her current client
list, Lea (together with other business and community leaders) donates
her time to establish affordable resource programs for entrepreneurs and
small businesses. She is also co-hosting the North Carolina Capital Markets
Exchange to aid emerging and growth businesses in obtaining growth capital.
“For Lea, it isn’t about
fitting the business to the method, it’s about finding the right
approach for the business.” - G. M., Electronics Manufacturer
Lea’s hobbies and interests
include writing poetry and short stories; reading; piano; community services—mentoring
programs; and painting (oils, acrylics, watercolor, and mixed media) landscapes,
seascapes, and portraits. She also enjoys spending time with family (especially
her two nieces) and friends.
 Lea
Strickland, MBA CMA CFM CBM
President & CEO F.O.C.U.S. Resources
104 Barcelona Court
Cary, NC 27513-4201
Main Telephone: 919.234.3960
Mobile: (919) 210-7171
Lea@focusresourcesinc.com
www.focusresourcesinc.com
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Upcoming
books:
Into Business Step-by-Step: Making the Key Decisions—Winter
2005
Government Grant Accounting – The Business Requirements
of Government Funding—Winter 2005
Vision, Strategy, Structure - Results—2006
The 360° Enterprise—2006 |
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