Something very interesting happened to me and my team while co-delivering a Business Acumen / Business Leadership workshop for a client in South America this week. After months of careful, detail oriented preparation, we realized we hadn’t anticipated something that could have been very important to participants of the customized digital business simulation we were using to develop the Business Acumen and Business Leadership skills of our learners. Over dinner with our client and wonderful co-facilitators @BarbaraHauser and @MichelleHollingshead, we were reviewing the week and talking about the key learnings of our participants and ourselves. Somewhere around mid-meal I shared that I had a valuable learning because I should have anticipated the need for participants to have a new report generated by the business simulation that provided market share by customer segment in addition to market share by product line. My colleague suggested that we weren’t “prepared” which led to an awesome and robust discussion about the difference between preparation and anticipation. The center of the debate was my notion that we were actually extremely prepared to execute the training session; we just didn’t anticipate the need of our audience for that particular report.
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As most organizations are realizing, Business Acumen is a critical skill needed to achieve business success. Everyone has their own definition, and hopefully your organization has a strong program in place that provides it to every employee.
The other day as I was finishing the review of our Business Acumen learning solutions and fine-tuning the core business simulations we use to teach business acumen skills, I started to listen to the background noise about tariffs and trade wars. I realized we needed to increase the amplitude of these tariff issues in everything we do that’s related to Business Ac
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As readers of my blogs hopefully know, I dedicate this space and your investment of time to interesting and applicable topics related to the subjects of Business Acumen, Business Leadership, and Strategic Business Selling. I try hard to present different perspectives and include unique ideas that help build skills and the ability for you to make up your own mind and take your own actions in business decision making. A topic such as the government’s role in reducing pharmaceutical pricing is not an easy one and can lead to political debate which takes away from the learning debate. As I spend a lot of time working with clients in the health care space, this is a topic worth discussing and I do so with every intention of being as unbiased and non-political as possible.
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For many of the over 4,000 readers of this blog who are former participants of one or more of my Business Acumen or Business Leadership learning journeys, you know that I typically ask a new group of participants on the first day of session how well they think they know their own company’s business strategy. As you may recall, the answer is typically the same no matter what company or industry; a small group of participants raise their hands (that they know their strategy) and then some brave soul inevitably says; “Well, I know what they say the strategy is, but in reality, I’m not really sure what they say is really what we are trying to execute…”
