About the Company
We work with professional associations and other organizations and businesses on strategic questions, including strategic planning, strategy development, business model assessment, marketing strategy, conference assessment, and customized market research. Founder Meredith Low is a highly experienced management consultant, focused on helping organizations and companies understand how, when, and where to grow in the context of fast-changing environments.

What’s your planning timeframe?

If you’re lucky enough to get some time off during the hazy days of summer, ideally near a body of water, one of the great joys is not planning beyond the next paddle in the canoe, or the next ice cream cone. Oddly, one of the characteristics of a crisis – the opposite of the …

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Strategic opportunities for associations – right now

There is increased risk for most organizations right now – there always is in a recession alone, let alone everything else that’s going on. Yet, even now, there are strategic opportunities for associations which should not be overlooked. A chance to connect with everyone Activities have moved to the virtual realm, and seem likely to …

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You’ve (probably) got this

There’s a real-time reckoning of how governments have performed against the challenges of the COVID-19 pandemic. Even leaders who have gotten a temporary rally-around-the-leader approval boost are getting scrutinized (and rightly so). This should escalate with the tense and unimaginably complex decisions they have ahead of them – about opening up, about tamping down outbreaks, …

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Decision-making, but make it virtual

We prefer to have serious decision-making discussions in person. We like to see each other think; challenging conversations are easier when we can read body language, or even hear intakes of breath. We want to look into other people’s eyes when we are making a commitment together. There’s a reason the word “conspiracy” has at …

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Beyond a business continuity plan

The original version of this post had a technical issue; apologies if you’ve had to re-search for the link. I suspect many of you are seeing the limitations of a business continuity plan by now, whether you had one in place or not. If you look at their structure, they’re designed for a short, sharp shock. And …

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First, recognize the situation

Years ago, I took sea kayaking lessons in Howe Sound, near Vancouver, among the rocks and seals, in the cold Pacific. Among other skills, we were taught how to cope if our kayak flipped. But, disappointingly, not with one of those cool, flip-right-over-and-keep-paddling rolls. It turns out that those are incredibly difficult to execute – …

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Keeping your association board connected

Fiduciary duty in difficult times Right now, what’s being asked of association leaders – of all leaders – is unprecedented. The demands on an ED or CEO are always heavy, but now the sheer volume and gravity of decisions you’re having to make are staggering. There really is no map. And in the midst of …

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Coronavirus: Initial Implications & Resources for Associations

UPDATED with some new links and information – also I’m moderating a CSAE webinar Thursday, March 26, at noon EST, titled WTF?! Where to Focus: Your Business Continuity Planning. Register here. Coronavirus news is coming quickly right now, and that’s not going to change any time soon. (As I write we are just starting to …

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Do you want a strategic planning committee?

Setting strategy is a core responsibility of an organization’s board. But the process by which that strategy gets set can vary widely. Some boards are completely hands-off, simply reviewing a finished strategic plan the staff delivers to them. Other boards are completely hands-on, with very little staff input into the strategies or sometimes even the …

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Who does association strategy belong to?

“The new board members didn’t feel like it was their strategy or plan, so they weren’t very committed to it and they started asking for different priorities.” “The new president is really looking forward to putting his own strategic plan in place during his one-year term. How can I say no?” “Once the executive director …

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