Whenever we launch a new customer insights project, we ask our clients to share what they’re hoping to accomplish. The initial discussion is centered on business goals and objectives, which is obviously important. But after covering those details, we lean into their big-picture motivations and action drivers. There are significant time and resources being invested,
From sales figures to customer satisfaction scores, there are plenty of performance metrics vying for our attention. Ultimately, the point of these numbers is to quantify performance and support decision making. So, which are most important? How do we prioritize the gathering and assessing of the many metrics available to us as business leaders? I
From wrapping up Q4 projects and futures planning to holiday shopping and attending events, the end of the year is always busy – and hectic at times. There’s a lot of joy and happiness, but there’s also stress and pressure. Over the years, I’ve found a great way to stay grounded and focused is to
As a second-generation small family business, whenever we meet someone new and share this information, we can see their minds piecing together an image of what it looks like. Unless they are involved with a family or small business themselves, what they envision is usually inaccurate. This is neither a bad thing nor a fault,
Over the past few weeks, I’ve talked about “to-do” lists and “got-it-done” lists. The purpose and value of each are different, but they share a focus and foundation that are vitally important to any business – accomplishing goals. To say accomplishing goals is important to a business is stating the obvious. It’s also no secret
Every day, I wear multiple hats. I’m a business owner, a mother, a sister, a friend, a daughter, and so on. With a seemingly endless “to-do” list, I’m constantly looking forward and thinking of the next task. But recently, as I was updating my to-do list, I noticed the items I had crossed off from
Over the past few weeks, I have been posting videos and articles highlighting the outcome of a Strategic Foresight exercise we conducted here at MacKenzie. This collaborative process challenged our team to suspend disbelief and consider possible future-world scenarios based on current trends and patterns. The goal was not to predict the future, but rather
For those of you following along since the beginning, we have reached Part 5 of our Strategic Foresight series! If you are just now joining us, I suggest reading the series intro article to get a feel for concept details and overall context before continuing – read the intro article here. As I have done
A few items before jumping into the fourth topic in our Strategic Foresight series – if you are new to our series, I recommend reading the intro article which provides concept details and overall context. You can find that article here. I also want to reiterate a key principle of Strategic Foresight: We are not predicting
Over the past year, we have all faced unprecedented circumstances and unforeseen challenges. Those who maintained strategic agility and stayed proactive will find themselves ahead of the curve moving forward, while those who have not – will not. Among the many lessons learned, one that jumps out is the importance of being prepared for an
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