The articles and information on this page are provided to help you understand how you can begin growing your business through the Divergent Strategic Thinking model. Please send me an email if you would like any additional information, or would like to have me speak with your management team and/or board of directors.

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In Which Direction Are Most Organizations Headed?
In this lecture given April 8, 2005 at the IV International Congress on Human Resources Management, San Jose, Costa Rica, Carlos Dias explains why it is that only one in ten companies are using the right formulas for successful wealth creation, and why most have failed. He rightly demonstrates that the Human Resources executives play a crucial role in turning this situation around for most companies, then goes on to explain what they need to be doing differently in this very different, and very volatile globalized economy in which we now operate.

Divergent Strategic Thinking™: How Smart Companies Survive In A New Global Economy.
Executives must change if they want to succeed in the future. The kind of thinking that helped them succeed the first time around is now obsolete, and whether they like it or not, they’ll have to learn a new way of thinking or be left behind. That new way of thinking is called “Divergent Strategic Thinking™”, and is actually more of a process than an idea or concept. Many executives mistakenly believe that strategic thinking involves having a conversation about the future based on facts and knowledge from the past and present. Nothing could be farther from the truth. In this article, you’ll learn what Divergent Strategic Thinking™ really involves, and why you as an executive need to do to adopt a Divergent Strategic Thinking™ mind set for yourself and your organization.

The One-Day Strategic Assessment™: Because what you don’t know will hurt you.
The global, technology-based market has changed everything. Even industries that have been slow to change are seeing rapid shifts in competition and customer demands. These rapid changes require more than a cursory glance at last year’s sales figures to determine next year’s production or sales plan. Hence, the One-Day Strategic Assessment™ was created to fill a much-needed gap in adapting to the rapidly changing business environment. This assessment is unique because it integrates your company’s knowledge, experience, and creativity with Divergent Strategic Thinking™ processes. The result is a thorough understanding or your current position, and an excellent idea of what the future may hold given your current business model and strategy. You’ll know where you’re going, what’s around the corner, and exactly what you need to do to create, not destroy wealth for your company.

Strategic Wealth Creation
There are two key ideas presented in this article: First, that wealth creation is a requirement for your company to remain in business; and, second that wealth creation should be a divergently strategic system. Companies who choose a model that’s based on past performance or best practices, without understanding the principles of wealth creation and a unique business model will soon be outpaced by a competitor who’s done their homework. To remain competitive, and more importantly to maintain sustainable growth and prosperity, you must have a system and model that is both uniquely yours and allows you to do what you do far better than anyone else in your market.

Strategic Value Innovation
More change will occur in the next 20 years than in all of the last century. Is your company prepared to handle this pace of change? To attempt at providing value without innovating is fruitless, and to think about innovation without considering value will only create products or services you can’t sell. By “Strategic Value Innovation”, I mean the development of a business model, company ecosystem, products, services, and processes that are all tied to creating products and services perceived by your market as highly valuable, and that satisfy underlying needs in a unique way. This article describes the process I use to infuse your organization with the tools and processes of innovation, and to create and deliver value to your customers.

Dynamic Value Management
The world market is changing faster than ever before. Annual customer surveys have become useless, and in an attempt to understand the fickle, dynamic nature of customers, many companies have attempted to implement costly Customer Relationship Management (CRM) systems. Unfortunately, these systems don’t provide the information that’s really needed to create long-term customer loyalty. Value must be measured at least twice per year, and in more dynamic markets, quarterly. This cannot be an expensive or time-consuming proposition, or it will cost you more than it gives you. This article explains the process of Dynamic Value Management, and how you can effectively implement a system that continuously measures the value as perceived by your customers.