Integrating Strategy With Entrepreneurship
Since 1960, A.R.C.H. Consulting, LLC. has been creating a legacy of entrepreneurship by building and operating customer-driven product and service-based businesses. We focus on key leaders, managers, and agile teams.
Keeping the Entrepreneurial Spirit Alive
Our team puts social science research into action. This way, we leverage organizational development and customer-focused missions to create unique, sustainable, and competitive advantages.
The Kershner family has four generations of business owners and 12 companies currently owned or sold. We mastered succession planning as a tool and element of entrepreneurial thinking and acting.
Our group utilizes networks of legal and financial advisors for retainage and partnership. We come alongside decision-making processes and offer effective and honest advice customized to your business model, cycle, and situation.
Then, we help maximize resources with project execution and implementation. The discussion of transitions could take years. The company still needs entrepreneurial leadership and management to stay viable and marketable.
Strategic Entrepreneurship
This integrates opportunity-seeking behavior (entrepreneurial) and advantage-seeking behavior (method) perspectives in developing and taking actions designed to create wealth (Hitt et al., p. 481).
Entrepreneurship is more than a method or a mindset. At an organizational level, it can provide a theme or direction to a company’s operations (Kuratko, 2009). It can be an integral component of a strategy and a defining element of competitive advantage.
Tools
Organizational Rejuvenation
How can we enhance our competitive advantage with internal processes, structures, and capabilities?
Business Model Reconstruction
Who is the customer? What do they value? How can we make money? What is our economic logic? Should we create a new or redesign an existing business model?
Strategic Renewal and Sustained Regeneration
Should we adopt a new strategy? Should we introduce different products and services into an existing market or enter new ones?
Domain Redefinition (Blue Ocean)
Should we create new or reconfigure product categories? Can we seek unoccupied competitive space and develop a new product-market arena?
Entrepreneurial Leadership
What are our purpose and culture? What are our competencies? How do we set ethical boundaries? How can we reward innovation and behavior-based performance?
Creative Resource Leveraging
Are we utilizing cash, people, and assets toward our strategic intent? How can we creatively find and get more resources for our frontline team?
Roles Based on Level of Management
Top Management
- Ratifying: Articulate strategic intent, monitor, endorse, and support
- Recognizing: Identify strategic potential, set strategic direction, empower, and enable
- Directing: Plan, deploy resources, and command
Middle Management
- Championing: Nurture and advocate, champion, and present alternatives to top management
- Synthesizing: Categorize and sell issues to top management, blend strategic and hands-on information, and synthesize
- Facilitating: Nourish adaptability and shelter activity, share information, guide adaptation, and facilitate learning
- Implementing: Implement, revise, adjust, motivate, inspire, and coach
Operating Management
- Experimenting: Learn and improve, link technical ability and need, initiate autonomous initiatives, experiment, and take risks
- Adjusting: Responding to the challenge
- Conforming: Be a good soldier, and follow the system
-Michael H. Morris, Donald F. Kuratko, Jeffrey G. Covin 2011
Get in Touch With Our Consultants
We are always open to addressing your questions and concerns.