Newsletters

Middle Market Methods™ writes a quarterly value creation article for clients, stakeholders, and networking friends. The content aims best practices at common middle market portfolio companies’ experiences. If you wish to be included in the quarterly article e-mails, please send us an email info@middlemarketmethods.com.


AN ODE TO GEORGE (AND OTHER MONUMENTAL MAMMALS): Q3, 2019

Role models, wisdom, and life lessons emanate from many sources. Are we paying attention to these gifts?


QUESTIONS THAT MATTER TO VALUE-CREATION: Q2, 2019

A thoughtful, open-ended question posed to an entrepreneur could be the gateway to a value-creation treasure trove. Three candidates are offered.


TALES FROM THE CUSTOMER SERVICE CRYPT: Q1, 2019

Customer service—and disservice—profoundly impact brand equity.


THE WISDOM IN ACCULTURATING A PROJECT MANAGEMENT OFFICE: Q4, 2018

Companies whose value proposition is project management should institutionalize scalable governance.


AN OLDIE, BUT A GOODIE, VALUE-CREATION TOOL: Q3, 2018

Effective problem-solving tools are ageless--and often surprisingly simple.


THE MOST DIFFICULT TYPE OF DEAL DILIGENCE: Q2, 2018

Practical alternatives are available for the important subject of leadership diligence.


DESIGNING AN ORGANIZATION FOR SCALE: Q1, 2018

Organizations must modify their structure and governance in order to scale.


A TALE OF TWO INTEGRATIONS: Q4, 2017

Integrations are a common growth strategy.  Experience is scare; yet, best practices abound.


THE CUSTOMERS' DEFINITION OF CUSTOMER SERVICE: Q3, 2017

Customer service is defined by what vendors do, not what vendors say.


THE SIMPLIFICATION OF STRATEGY: Q2, 2017

Value-creation correlates strongly with laser-focus on the “vital few.”  A roadmap helps.


OF CORPORATE CULTURE AND CAPITALISM: Q1, 2017

All companies have a culture.  The question is whether corporate culture enables or impedes value-creation


BIG DATA FOR SMALL BUSINESS: Q4, 2013

Big data is the non-negotiable new frontier. Small business may capitalize on big data principles more effectively than they may fathom.


OLD "DAWG." NEW TRICKS.: Q3, 2013

Effectiveness is rooted in applied knowledge that suffers a half-life. Continuous learning is the only hedge for differentiation. Here’s my story.


THE LEGACY EFFECT: Q2, 2013

Turn the business into a talent magnet that runs smoothly sans the boss.


CAVEAT VENDITOR: Q1, 2013

Differentiate your business model with trained sales professionals who identify and provide customer solutions.


LIKE, THINK ABOUT TRYING–ASAP. OKAY?: Q4, 2012

Content and style brand the communicator.


NEXT YEAR AND BEYOND: Q3, 2012

Foresight guides effective strategic planning.


CHANGE MANAGEMENT BY METAPHOR: LIFE IN THE 100 ACRE WOOD: Q2, 2012

Metaphors and models are useful change management tools.


IMPROVISE, ADAPT AND OVERCOME: Q1, 2012

Clear strategic intent will accommodate necessary tactical modifications.


VALUE DESTRUCTION–CUSTOMER DISSERVICE: Q4, 2011

Bad customer service may eviscerate good sales.



THE FOUR HORSEMEN OF THE DEAL TEAM APOCALYPSE: Q2, 2011

Avoidable bad habits can hinder value creation.


THE BOWTIE EFFECT: Q1, 2011

Imitating the right stuff is the most gratifying form of flattery.


VALUE CREATION ROADMAP–100 DAY PLANS VS. STRATEGIC PLANS: Q4, 2010

The right post-close activity sets the tone for the hold period.