November 13, 2024 - From industry disruptions to regulatory changes, all businesses encounter challenges that test their ability to adapt for long-term success. Building a resilient company can make help your firm reduce vulnerability to shocks, accelerate recovery times, and emerge stronger by capitalizing on opportunities that arise from adversity.

Here, HPA Partner & COO Justin Moser outlines the key characteristics of resilient businesses that are well equipped to navigate turbulent times.

January 25, 2023 - In recent years, businesses have had to learn and adapt to turbulence and volatility. HPA COO and Partner Justin Moser reflects on how learned resilience can equip organizations to weather future crises.

The cumulative impact of “string-of-pearls” acquisitions – or regularly paced, small to moderately sized acquisitions – has statistically created more value than the occasional large M&A effort. Here we discuss three compelling reasons this approach to M&A has proven its worth.

HPA COO Justin Moser outlines key success factors involved in Acrobatic Strategic Planning, one positive effect that evolved through the pandemic: a more relevant, time-flexible approach to developing winning strategy.

HPA COO Justin Moser reflects on the challenges of corporate leadership mid-pandemic, and outlines four timeless principles.

HPA COO Justin Moser discusses six key shifts in thinking that are key to managing in the midst of a downturn.

An impactful Strategic Plan centers on making strategic choices around a company’s most critical go-forward imperatives, and then aligning its executive team and resourcing around those decisive imperatives.

If your company is contemplating a strategic planning effort, HighPoint Associates recommends four core principles to help sidestep pitfalls and get meaningful value out of the effort.

Too often when companies embark on a strategic plan, the results are disappointing. A common error involves assembling a long-term business plan, calling it a strategic plan, and complaining about how the exercise is mostly ‘financial,’ with limited use beyond the one-time rollup.  So, what’s causing these frequent unsatisfactory results?

Let’s assume you’ve worked through your strategic imperatives with decisive prioritization, calling out what you clearly will and will not invest in for the next 12-18 months, as part of your 3-year (+) aspirations. From those few decisive strategic imperatives, you have an execution mandate for both in-year initiatives and multi-year executions. Typically, at least a portion of those imperatives requires significant changes or new processes within your operations.

A truly effective Strategic Plan centers on making strategic choices around the company’s most critical go-forward imperatives, and then aligning an executive team and resourcing around those choiceful imperatives. Only then will a strategic plan chart a path toward greater, sustainable profitability.