Develop a Strategy to Prevent Technology Disruption in Your Business

The Importance of Developing a Strategy to Prevent Technology Disruption in Your Business and Using the Disruption to Leverage Your Business!

Chicago cabbies say industry is teetering toward collapse.

Foreclosures are skyrocketing as consumers turn to Uber, Lyft.

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Strategic Solutions Enterprise Consultants help business leaders better manage technology disruptions and accelerate the growth of their companies. Our clients are already running hard, so they have little time for anything that will not deliver results. Fast.

By aggregating Best Practices from world class companies and the works of today’s business thought leaders, we provide a laser focus on doing the right things and doing those things right.

Contact Us Today for a FREE Consultation.

The Ideal Team Player

The Ideal Team Player:

How to Recognize and Cultivate the Three Essential Virtues
“If someone were to ask me to make a list of the most valuable qualities a person should develop in order to thrive in the world of work — and for that matter life — I would put being a team player on top,” writes Patrick Lencioni in the introduction to his much-anticipated new book. The Ideal Team Player, the 11th in a collection of best-sellers, focuses on the individual and reveals the three essential virtues that make some people better team players than others. Lencioni provides practical tools for identifying and developing ideal team players among prospective job candidates and current employees.

The Ideal Team Player presents a powerful framework and easy-to-use tools for identifying, hiring and developing ideal team players in any kind of organization. Whether you’re a leader striving to create a culture of teamwork, a human resources professional looking to hire real team players or an employee wanting to make yourself an invaluable team member, this book will prove to be as practical as it is compelling.
For more information on the ideal team player and other tools to make your business successful contact Craig Janusz at Strategic Enterprise Solutions today.

Phone: 616-822-6469       Email: 

Growing Your Business

Growing your business: How a Few companies make it and why the rest don’t.

Learn how a simple planning process can accelerate your company’s performance, grow revenue, improve profits, and allow you more time to enjoy the climb.

Presentation by: 
Craig Janusz, Strategic Solutions Enterprise

Craig has over 30 years of experience leading organizations. He has successfully scaled up his own private manufacturing company from start up to over $ 10 million in sales, and sold it to a major competitor. Craig currently works with entrepreneurs looking for a better way to scale up their organization.
Craig will be presenting a proven planning process developed by Vern Harnish from Gazelle International. A ONE-PAGE planning process has helped over 20,000 executives and leadership teams to scale their business successfully. Learn the foundation of scaling up by aligning the four key decisions all companies must get right—PEOPLE, STRATEGY, EXECUTION and CASH.

Attend this FREE breakfast meeting and learn how your company can grow your revenue and improve profitability by using a simple ONE- PAGE PLANNING PROCESS.

June 14, 2017

Olivet Nazarene University
625 Kenmoor Ave SE
Grand Rapids, MI 49546

RSVP By Email:

Sponsor Information:

Grover Law Firm
2460 Burton ST SE, Suite 101
Grand Rapids, MI 49546
(616) 885-7519

For event flyer – click here

How To Develop Winning Teams in Business

How To Develop Winning Teams in Business is essential for Business Growth and Profitability.

This article by Russ Sabia talks about typical things that undermine teamwork in business and what to do about them:

Five Things You Did This Week That Undermined Teamwork

In my work consulting to leadership teams around organizational health, I find most teams are comprised of well-intentioned people trying to do the right thing for their team. Despite those good intentions, however, teamwork is often undermined when members inadvertently act in ways that are not in the best interest of the team. Each of the behaviors below is a subtle (or not so subtle) manifestation of one or more of Pat Lencioni’s five dysfunctions of a team.

Here are five things you might have done this week that erode the cohesiveness of your team:

  1. Nodded politely through meetings, not voicing your concerns. We call this artificial harmony. This behavior is so prevalent within some companies that they have coined it. For instance, GM employees call it “the GM nod.” Artificial harmony stems from a fear of conflict and inevitably results in important issues not getting raised and less than optimal decisions being made.Often, the fear of conflict manifests itself as unproductive politics after the meeting when team members go to their boss behind closed doors and lobby for their point of view, or they don’t support team decisions outside the room.

    Next week, try this: Add the value that your place at the table demands. Share what concerns you may have, explain why you support another’s ideas, or play devil’s advocate when there are no opposing views being expressed.

  2. Avoided an opportunity to give feedback to a team member. Providing constructive feedback is one of the hardest things for team members to do with each other —- but it is precisely what high performing teams demand. Highly accountable teams are so committed to their collective goals and approach that they are willing to remind each other when they are not living up to those commitments or when someone’s actions are hurting the team.One of my manufacturing clients decided to do something about their leadership team’s reluctance to give peer-to-peer feedback. They each committed to have lunch with one person on the team they needed to resolve an issue with, and one person from whom they were most afraid of hearing feedback. To hold themselves accountable, they shared the outcomes of those meetings with their other teammates at their subsequent staff meeting.

    Next week, try this: Invite a team member for coffee to provide feedback with a spirit of goodwill and support.

  3. Allowed another team member to shut down someone with a different point of view. Teams thrive when diverse ideas and perspectives are debated on their merits. Shutting down other perspectives, especially when the majority of the team might be advocating one point of view, weakens the team and diminishes its collective intelligence. As one of my clients put it, highly constructive conflict within teams is when people are “arguing as if they are right, but listening as if they are wrong.”The leadership team of an engineering company I worked with included several trained engineers, wired to find the flaws in ideas. One member of the team was an out of the box thinker who constantly felt shut down and marginalized by the team because they would immediately pounce on everything that was wrong with his ideas, rather than build on what possibilities might be there. During an offsite, the team talked about this dynamic for the first time. To minimize it in the future, they established a ground rule to “articulate what we like about an idea before expressing concerns.” This led to much more robust debates and people with differing perspectives feeling more valued.

    Next week, try this: Make an effort to fully explore different perspectives or encourage the team to wrestle with a point of view that makes them uncomfortable.

  4. Used the back door. Rather than talking directly with a person with whom you had an issue, perhaps you went to your boss or another member of the team to complain. This is a nasty form of politics —- called triangulation —- that erodes trust and peer-to-peer accountability within the team.To discourage this behavior, a financial services team I worked with recently set a ground rule of “Mama don’t like sneaky.” This became a humorous way to remind each other to address issues directly with one another.

    Next week, try this: Approach the person you have an issue with directly. If others come to you complaining about someone else on the team, nip it in the bud by encouraging them to talk directly with the person.

  5. Made assumptions about another team member’s motives. We all fall prey to this one, and social psychologists have given it a fancy name: the fundamental attribution error. It is when we attribute other people’s negative behavior to a personality flaw. But when we do the same or exhibit similar behaviors, we tend to attribute our own actions to external circumstances. The “error” is that our assumptions can often be wrong, and this can lead us down some very unproductive paths with teammates.The antidote? First, work to build trust with team members so that it is easier to assume good intentions. Before attributing motives to another’s behavior, ask yourself, “what am I not seeing from my line of sight?” Or “why might a reasonable person do this?”

    Two members of a team I worked with had a misunderstanding years ago that caused distrust and discord between them. It affected how they communicated and collaborated and negatively impacted the entire team. At one of our recent team offsites, they finally talked about the issue and realized they had made false assumptions about each other that had led them both to work against each other.

    Next week, try something one of my clients practice: before taking action, think of “three generous interpretations” when you find yourself making negative attributions about someone’s behavior.

Like a river, teams can meander off course when team members take the path of least resistance. Building team cohesiveness requires purposeful and intentional efforts on the part of every team member, and seemingly benign behavior can sometimes be very detrimental and erode trust.

What have you done this week that might have undermined your team’s effectiveness?


We should talk.
Our conversation will be about the specific challenges you want to resolve now:

Is it about your people?
Is your strategy not as clear as it should be?
Is the execution not at the level of quality or consistency your client’s expect?
Is your sales force not producing the results that you require?
We’ll tailor a program that will include, strategic planning, executive coaching, workshops, assessments or training that will introduce you and your leadership team to a suite of Best Practices culled from today’s thought leaders.  These have been proven effective in thousands of fast paced, growth companies around the world.


Call Today: 616-822-6469 Email:

Effective Strategic Planning For Business Growth

Effective Strategic Planning For Business Growth

We work with clients by bringing clarity to the four key decisions all companies must get right to drive sustainable revenue and profitability.The four key decisions are PEOPLE, STRATEGY, EXECUTION, CASH. We help leadership teams to focus ON THE BUSINESS to dominate their market niches.

We first begin this process by listening, observing, and assessing the current culture, strategy and disciplines within your company. We then act as the catalyst to bring ACTION to your leadership team together by using simple tools and carefully thought out questions that allow your leadership team to challenge the status quo and focus ON THE BUSINESS. We are the change agents; that bring out the critical thinking skills that allow your company to achieve accelerated growth rates and profits compared to their peers.

We do not bring burdensome processes that add complexity to your company. Our program is supported by proven simple tools developed by VERN HARNISH from THE GAZELLE INSTITUTE that have been used by thousands of companies to scale up their companies for sustainable revenue and profit growth. We bring clarity to the daily, weekly, monthly priorities to insure the right focus is being given to the four key decisions all companies must get right,PEOPLE, STRATEGY, EXECUTION, and CASH.  We help companies enjoy the climb on scaling their business for sustainable revenue and profitability.

We have a unique pricing structure that guarantees that we bring value to your company

We welcome the opportunity to meet with you and provide a free assessment on how we could work together to DRIVE SUSTAINABLE REVENUE AND IMPROVE PROFITS.


We should talk.
Our conversation will be about the specific challenges you want to resolve now:

Is it about your people?
Is your strategy not as clear as it should be?
Is the execution not at the level of quality or consistency your client’s expect?
Is your sales force not producing the results that you require?
We’ll tailor a program that will include, strategic planning, executive coaching, workshops, assessments or training that will introduce you and your leadership team to a suite of Best Practices culled from today’s thought leaders.  These have been proven effective in thousands of fast paced, growth companies around the world.


Call Today: 616-822-6469 Email:

Four Key Business Decisions

Four Key Decisions – People, Strategy, Execution, Cash

by Craig Janusz – Strategic Solutions Enterprise


As 2016 comes to an end many companies have experienced growth and improved profitability this year. I hope you have had success this year and are preparing for 2017.Our economy has slowly recovered from the set back early this century, despite the gridlock of our government. I hope the new administration will recognize the importance of businesses being the catalyst for a growing economy and avoid policies that undermine their success.

In turn, business leaders must continue to find ways to grow their businesses in 2017, despite the turbulent times, so here are some thoughts to help you.

Decisions and Success

Businesses must focus on four key decisions in growing their business and must get these decisions right or leave significant revenue, profits and resources on the table. These four decisions are in People, Strategy, Execution and Cash. Every business faces continue challenges in all four areas, at any one time, yet businesses must prioritize which areas overshadow the rest going into 2017. Therefore the business leaders first decision is to choose which one of the four areas they need to focus on as they enter 2017

People Decisions

If you are not enjoying running your company or having drama that cause execution issues, you know you have People challenges. You might have a partner issue, a customer relationship that dominates your resources, trouble with key employees or teams that are dysfunctional that disrupt the business effectiveness, you might have trouble finding employees to serve your customers.

Prioritizing and solving these relationship issues should be your top priority for 2017, or they will continue to consume a tremendous amount of your time, energy and make it difficult to focus on the other three main decisions. Focus on getting the right people to do the right things with clear accountability and metrics and you will be on your way to freeing up your energy to grow and enjoy your business in 2017.

Strategy Decisions

Slow, erratic, unpredictable top line revenue growth is an indicator that your business faces a strategy challenge. Your strategy needs to be articulated so that everyone is aligned on the same page, without wasting sales and operational energy chasing activities that are not useful to the business.

Jim Collins author of Good to Great refers to this concept of articulating your company’s strategy that defines what you are the best at in the world, what drives your economic engine and what you are deeply passionate about. It’s your unique selling proposition (USP) that differentiates you from your competitors. You know you nailed it when revenue grows as rapid as you predictable wants.

Execution Decisions

Execution challenges occur when your profits do not grow exponentially as your revenue grows. Too often businesses grow without developing the effective habits and discipline needed to develop organization structure, communication, processes to convert increment revenue growth into experiment profits growth.

Indication of poor execution cause businesses to waste employee’s resources in delivering products or services that are not inclemently improving profits. Organizations begin to rely on the heroics of their people to keep the business going, organization drama occurs and profit margins begin to erode.

By steeping back from the business and focusing on the business execution challenges based upon solid execution discipline and habits, you can dramatically improve gross margins, profits, eliminate organization drama and improve employee morale.

Cash Decisions

The last challenges every company will face is finding enough cash to grow their business. It is simple fact that growth “sucks cash “. What separate successful business is they understanding of cash flow and the importance of managing this resource. Cash is the oxygen that drives your business engine. With it, you can continue to scale up your business, without you will stall and die.

We strongly recommend at a minimum all businesses do a rolling 12-month cash flow projections to anticipate future cash requirements, know you cash conversion cycle and be actively working on ways to improve cash flow.

Your Decisions

Now it’s your time to decide. Which of the four key decisions will be your primary focus? Companies that have the right focus moving forward will continue to grow and prosper.

If you would like a free organization assessment based upon these four key decisions that will assist in planning you future: Click Here

Companies That Embrace Innovation Will Succeed


The Lean Learning Center reviews organizations that have embraced change and stood the test of time.

In our article about the importance of innovation and creativity to an organization’s success, we discussed the average lifespan of an S&P 500 company: The average lifespan has declined from 61 years in 1955 to 18 years in 2014. However, not all company lifespans are getting smaller… Some companies are displaying remarkable staying power, celebrating over 100 years in existence.

Companies over 100 years old:

1802 DuPont and Company
1806 Colgate-Palmolive Company
1837 Procter & Gamble
1866 Sherwin-Williams
1872 Kimberly-Clark Corp.
1876 Eli Lilly and Company
1883 PPG Industries
1886 Johnson & Johnson
1888 Libbey Inc.
1888 Hubbell Inc.
1894 The Hershey Company
1896 Tootsie Roll Industries
1898 Goodyear Tire & Rubber
1899 Timken Company
1902 3M Company
1903 Harley-Davidson Motor Company
1903 Ford Motor Company
1903 Anderson Corporation
1905 Ingersoll RAND Company
1906 Xerox
1911 IBM Corporation
1911 Whirlpool Corporation
1913 Clorox Company
Why, then, do some companies grow while others cease to exist? Are there characteristics in common among organizations that last? We would like to suggest that the answer is YES. Companies that stand the test of time are able to do so because they change with the times. When it comes to modernization, it’s either adapt or say goodbye!

“Having a product or service that continues to adapt to the needs of customers is paramount to making a company successful in the long term,” says Michael Zinsser, a partner in the Boston consulting group.

A key part of fostering innovation within an organization is the ability to engage and empower the workforce. When employees feel good about the work they do they believe that the firm is investing in them, as well as providing opportunities to contribute to the organization success. We find those companies that are able to create that loyalty and engagement are able to withstand a lot of external shocks and work together to keep the business going.

The Lean Learning Center is proud to note that at least eight of the companies over 100 years old are also our clients. We can help any organization foster innovation and creativity. Contact us for more information about how fostering innovation could change the future of your company.

Lean Learning Center – Troy, Michigan

The Lean Learning Center was founded in 2001 to address the gaps and barriers that are holding back companies from successful and sustainable lean transformation. In addition to the advanced curriculum, the Center has developed a learning environment designed specifically for adult learning utilizing techniques that include discovery simulations, case studies, personal planning, and reflection – ultimately engaging people at a deep and personal level. We bring our unique lean understanding in creative ways to executives, managers, supervisors, change agents and front-line employees.