Launching or restarting a business takes time and careful planning. It’s a venture fraught with challenges, often leaving leaders facing these characteristic challenges:

• I need to set some financial targets and work hard to reach them.
• My financial statements are inaccurate; what can we do to achieve greater transparency?
• Our business plan is developed, but it needs fine-tuning.
• The books are always closed late; how can we improve efficiency?
• Our current systems aren’t meeting our needs; what are our options?
• We thought we had enough working capital but are short on cash to meet daily expenses.
• The CFO is lacking the skills and training required for our new vision.

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It may be the last stage of the strategic process, but it’s the most important. You’ve spent significant time and effort developing market intelligence and building a plan, but a poorly written plan that’s well executed is still more successful than a good plan that is poorly executed. In the third of our 3 part series on planning we cover the execution stage.

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Whether you’re a new entrepreneur or the leader of a Fortune 500 company, doing business today presents universal business challenges. Managing the complications globalization, increasing regulation, new technology, a fast-moving economy and now a pandemic all require precision and expertise.

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Navigating a dynamic and complex business world is no easy task. If you have been in business any length of time your company has managed to overcome all kinds of issues and challenges. As you face new challenges there is a good chance some of those trials will be best addressed with the help of outside assistance.

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