top of page

FAILURE IS NOT AN EXIT STRATEGY

BY STEPHEN E. HEUSINGER

Stephen's book reviews methods he has used throughout his career to optimize the operational and financial performance of a business. This book focuses on leveraging shoestring strategies for big budget results, defining a path and communicating the business strategy throughout the organization. It highlights the importance of aligning goals and details short term actions that have been proven to deliver long term success.

* Available on Kindle & Paperback

FAILURE IS NOT AN EXIT STRATEGY
Everyday companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success and have not considered the critical importance of simplifying corporate objectives and aligning the organization.
Image by Marjan Blan
FAILURE IS NOT AN EXIT STRATEGY

Based upon actual results achieved throughout his career, Stephen Heusinger shows managers how they can achieve spectacular results merely by challenging some of the conventional thinking and processes within today’s business environment. Failure is Not An Exit Strategy contains examples, data, and Steve's insights that address typical managerial challenges within an organization, growth strategies, and cost saving initiatives. Much of the book gives easy to follow principles that can be adapted to almost any industry. 

This book is about optimizing corporate performanceby aligning the management team towards a commitment to success. It is about taking a fresh look at a business and actively pursuing new opportunities with existing assets.

Grey Limbo

Available on Kindle & Paperback

FAILURE IS NOT AN EXIT STRATEGY

THE CONTRARIAN APPROACH TO COMMON LEADERSHIP CHALLENGES

Section I: Organizational Connection Phase

Chapter 1 - You're in charge. Now what?

Chapter 2 - Clarifying objectives without pointing blame

Chapter 3 - Leadership starts with you

 

Section II: Accountability Creation Phase

Chapter 4 - Creating a culture of accountability

Chapter 5 - Creating a team that is prepared to win

 

Section III: Vision, Strategy & Alignment Phase

Chapter 6 - 10% Vision, 90% alignment

Chapter 7 - Balancing long-term goals vs short-term needs

Chapter 8 - Minimize planning, maximize action (Paralysis by Analysis 

 

Section IV: Operational Phase

Chapter 9 - Cutting cost to the bone without feeling pain

Chapter 10 - Reduce selling costs and increase revenues

Chapter 11 - Vendors are not the enemy

 

Section V: Measurement Phase

Chapter 12 - Metrics that matter

 

Section VI: Realization Phase

Chapter 13 - Executing for Optimal Results

 

Appendix: Glossary of Common Metrics

1
10
19
30
42
51
62
74
82
100
108
120
145
156

* Available on Kindle & Paperback

bottom of page