Strategy

Will Swearingen, an ownership transition advisor at Zweig Group, discusses how leadership in firms big and small are planning out their next steps in the face of continued uncertainty, and how company owners can take these insights to prime their businesses for success.

By Phil Keil | Systems, value creation, simplicity, and granting authority to the most local level.

By Will Swearingen | Problems can arise when two leaders have distinctly different philosophies about how to run a business.

By Phil Keil | This will inform your strategy development and ultimately allow you to build a legacy.

By Eduardo Smith | Strategic thinking enables us to enlarge the value and impact of our work, connecting it much more than a technical solution.

By Anne Melia & Nicolle Scheller | This addition allows technical staff to focus on their core functions and allows for a marketing process that is more collaborative, streamlined, and consistent.

By Stephanie Warino | Be selective with the actions you’re recognizing and the behaviors you’re amplifying, because we’re all driving the culture bus.

By John Bray | Approachable steps you can take to prepare for a potential acquisition down the road, and why it’s never a bad idea to take them.

By Phil Keil | Decentralization of structure within our firms allows for a more agile, adaptable, and unified organization.

CEO and president of SEH (St. Paul, MN), a firm that’s simplifying the world’s complex challenges by designing better places, engineering clean water, and renewing infrastructure.

By Kevin Token | A singular leader, in place for all time, might not be the best model for your firm. Consider a different way, one that plans for transitions and accommodates change.

By Liisa Andreassen | CEO of HEAPY Engineering (Dayton, OH), a leader in sustainability, engineering, and commissioning solutions with a vision to build a more resilient and sustainable society.