In many instances of company recoveries, I have seen that the most visible goals are related to increasing revenues—which is important-- but not much else, and this is when it probably feels like there is no strategy, just as the question for this segment indicates.
But remember: to sell something, you need products to sell, you need people to cultivate customer relationships, and you need a variety of fallback plans for when something unexpected happens that puts your goals at risk.
And if you’re a service organization and you do not sell products per se, you still need intellectual capital codified and packaged to sell, but other than that, the same rules apply.
HOW you are working and how ENABLED your resources are to work WILL impact your revenues (and your cost of goods sold or billable hours, both required in order to make your products and recognize revenues).
You must have complete strategy, and a strategy only focused on sales simply isn't complete.
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