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“AMT has once again partnered with Robert Bradford to bring the Simplified Strategic Planning process to life in an interactive, hands-on learning workshop tailored to the specific needs of our industry.”
Tracy Hirsch, Association for Manufacturing Technology

“Your speech was full of great, useful stuff!”
John Seeger, Precision Metalforming Association

“Robert helped us to raise the management confidence level, achieve better focus, and got the ‘mavericks’ on the same wave length.”
Ed Reuschling, Pangborn Corporation


Robert Bradford - Professional Speaker

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Strategic Planning Presentation by Robert Bradford

To arrange a discussion with Robert about a possible speaking engagement, please click here to send him an email.

Robert W. Bradford
Center for Simplified Strategic Planning, Inc.
2219 Packard Road, Suite 13
Ann Arbor, MI 48104
Phone: 734-665-2971
Fax: 734-995-0751

“Robert Bradford quickly grasped the nuances of our industry and brought a fresh perspective to a wide variety of issues” says a board member of the Association for Manufacturing Technology. People who have heard him speak overwhelmingly agree.

Robert Bradford was a whiz-kid manager and consultant in information technology and banking for eight years when he left wall street to build a one-person training business into a multimillion-dollar nationwide organization. Robert has more than 20 years of experience in professional speaking and training for audiences of all sizes. Bradford is CEO of the Center for Simplified Strategic Planning, a firm specializing in strategic management training and consulting since 1981. Simplified Strategic Planning for Busy People Who Want Results FastRobert is also the coauthor of the Simplified Strategic Planning Manual, and the best-selling Simplified Strategic Planning: a No-Nonsense Guide for Busy People Who Want Results Fast!, from Chandler House Press. Sternís Management review says Simplified Strategic Planning is “...a true how-to book that provides exceptional value for those who have to create and implement a strategic plan. Highly recommended”. Robert actively leads strategic planning in dozens of companies in a wide variety of industries with amazing results. His real-world management experience and ivy-league MBA enable Robert to bring real nuts-and-bolts strategic thinking into every speech he makes.

As a nationally acclaimed speaker, Robert blends a unique combination of broad knowledge and humorous insight to produce programs that are lively and practical at the same time. A master trainer, he has spent the last fourteen years converting management theory into real-life application. Most clients engage Robert Bradford again and again to learn from his ever-growing experience in strategy that works today. Robert always stimulates great strategic thinking and leaves the audience with practical, “how-to” steps they can take home to apply their learning. Robert’s programs resonate with business audiences because they are built upon years of real-world strategic decisions.

Robert is a member of the National Speakers Association.

“Your seminar...far exceeded the expectations we had when we first decided to participate.”
Mario Apruzzese, Cabana Foods, Inc.

“Robert Bradford quickly grasped the nuances of our industry and brought a fresh perspective to a wide variety of issues.”
Richard Gilchrist, Wes-Tech


Center for Simplified Strategic Planning Programs Include:

  • Dealing with Powerful Customers
  • Attracting and Retaining the Best Employees
  • Getting Ahead When Your Industry is Down
  • Aligning Your Department with the Corporate Strategy
  • Aligning Suppliers with Your Strategy
  • Strategic Planning
  • Losing Customers and Other Wierd Ways to Make More Money
  • Three Ways to Improve Your Profit Next Week - And Why You Shouldn’t Do Them

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Articles

3 Cool questions to ask in your strategic planning
A Clear Focused Vision and Strategic Thinking
A Critical Strategic Thinking Skill – Seeking Advice
Accounting and Strategic Objectives
Aligning Departments with Strategy – Part Three
Aligning Departments with Strategy – Part Two
Aligning Employees with Strategy: Building Support for the Strategic Plan – Fifth Step
Aligning Employees with Strategy: Building Support for the Strategic Plan – First and Second Steps
Aligning Employees with Strategy: Building Support for the Strategic Plan – Third and Fourth Steps
Are Your Objectives Really Strategic?
Are your Objectives Really Worth Pursuing? Or are they just “Lead Bricks?”
Automate your strategy if you want to lose
Back to Basics in Strategic Planning
Be the Threat
Beating Competitors with the Winner’s Profile
Big Strategy
Building Customer Preference
Building Support for the Strategic Plan: Aligning Employees with Strategy – Introduction
Can a Strategic Plan be TOO Simple?
Can You Do Good Strategic Planning in One Day?
Can You Turn Your Threats into Opportunities? By Looking at the Glass Half Full You May Find Significant Growth While your Competition Is Spending Time Mitigating the Threat
Changing Threats to Opportunities
Chaos and Strategy
Communicating Your Strategic Plan With Employees – Part Two
Communicating Your Strategic Plan With Employees-Part One
Customers’ Dimensions of Value
Do you think competitive business strategy doesn’t apply to your non-profit? Think again.
Does focus on weaknesses help?
Drowning in Strategic Initiatives? Here is a powerful tool for screening them out.
Evaluating Acquisition Targets – Part 1
Evaluating Acquisition Targets – Part 2
Finding Resistance
Five Ways to Think More Strategically Every Day
Fixing Your Balanced Scorecard  –  Part 1
Fixing Your Balanced Scorecard – Part 2
Fixing Your Balanced Scorecard – Part 3
Flavors of Profit
Gaining Strategic Alignment Between Business Units
Getting Everything Done
Getting Your Team On Board with Your Strategy
Here are the Reasons to Write Your Mission Statement Later
How can I use Simplified Strategic Planning at the Corporate Level?
How Generic Strategies Kill Your Profit
How Many Market Segments Should You Have to be Successful?
How to Avoid Competitive Pricing with Better Market Segmentation
How to Avoid the Most Common Challenges of Strategic Planning
How to Develop SMART Objectives and Implementation Programs
How to Differentiate Your Business Successfully
How to Improve Your Strategy Implementation and Implement-ability
How to Profit when Your Competitors Consolidate
How to Successfully Deal with Uncertainty
How to Think Strategically Beyond Profits
Implementation Advantage – Part 1
Implementation Advantage – Part 2
Implementation Advantage – Part 3
Implementation Advantage – Part 4
Implementation Advantage – Part 5
Implementation Pitfalls
Industry Ecosystems
Innovation and Strategy
Integrating Your Big Initiatives With Strategic Planning
Is it a good objective, or are you seeking “world peace”?
Is Strategy About Perfection?
Know What is Going to Kill or Transform Your Industry – Part II
Know What is Going to Kill or Transform Your Industry – Part I
Lead your Industry in the BIG Things
Make Strategic Planning Happen
Objectives that get done – how to get better results
Part One: Better Strategic Planning in the Smaller Company
Part Three: Better Strategic Planning in the Smaller Company
Part Two: Better Strategic Planning in the Smaller Company
Planning in Uncertain Times
Planning with estimates
Rapidly Changing Competition – How To Deal with It
Ready, Aim, Fire?
Real Differentiation
Reflect on Success and Failure for Better Strategic Planning
Screening Acquisition Targets
Screening Acquisition Targets – Part II
Simplifying Your Business
Sit still or move forward?
Strategic Alignment – Part One
Strategic Evaluation of Acquisition Targets – Part One
Strategic Evaluation of Acquisition Targets – Part Two
Strategic Planning – Avoid Being Late to the Party
Strategic Planning – Malthusian Catastrophe and Success in a Recession
Strategic Planning – Stealing from Customers, Part 2
Strategic Planning – Building Better Value Signals
Strategic Planning Blunder – Stealing from Customers
Strategic Planning Horizon: How far out should you plan?
Strategic Planning in Uncertain Times
Strategic Planning Lessons from Going Green
Strategic Thinking – Understanding Limits – Are You Limiting your Company or are They really Constraints?
Strategy Execution Problem?
SWOT Analysis revisited
Systems Thinking in Strategic Planning
Teamwork: Smart People and Buy-in
The “Business Model Canvas” – is the New Approach really Better?
The 1 Thing Missing From Your Strategic Plan
The Easy way to Innovate is — the Hard way! – Part One

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Robert’s Contact Information:

Center for Simplified Strategic Planning, inc.

To arrange a discussion with Robert about a possible speaking engagement, please click here to send him an email.

Robert W. Bradford
Center for Simplified Strategic Planning, Inc.
2219 Packard Road, Suite 13
Ann Arbor, MI 48104
Phone: 734-665-2971
Fax: 734-995-0751

CSP

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Robert Bradford

Some Clients

Northwest Airlines

Michigan State University

Association for Manufacturing Technology

Precision Metalforming Association

Institute of Management Accountants

National Center for Manufacturing Sciences

13i Capital

Strategic Technologies

Dekko Group


“You provided exactly what we were looking for...”
John Waller, Toefco Engineering Inc.