intuit strategic plan

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Russell 2000, bitcoin usd, cmc crypto 200, decoding intuit inc (intu): a strategic swot insight.

Intuit Inc showcases robust revenue growth and solid net income in the latest quarter.

Investments in AI and technology reorganization reflect a forward-looking approach to innovation.

Seasonal patterns in tax-related products continue to influence quarterly financial results.

Competitive pressures and the need for continuous innovation represent ongoing challenges.

Warning! GuruFocus has detected 10 Warning Signs with INTU.

Intuit Inc ( NASDAQ:INTU ), a leading provider of financial management, compliance, and marketing products and services, has recently filed its 10-Q report for the quarter ending October 31, 2023. The company, known for its flagship products such as QuickBooks, TurboTax, and Credit Karma, has demonstrated a strong financial performance with total net revenue increasing from $2,597 million in the previous year to $2,978 million. Net income saw a substantial rise from $40 million to $241 million, indicating a robust financial position. This SWOT analysis delves into the strengths, weaknesses, opportunities, and threats as revealed by the latest financial data and strategic disclosures in the 10-Q filing, providing investors with a comprehensive view of Intuit Inc's current standing and future prospects.

Financial Performance and Market Position: Intuit Inc's recent financial performance underscores its strength in the market. The company's net revenue saw a significant increase, driven by a rise in both service and product segments. This growth reflects Intuit's strong market position and its ability to capitalize on the demand for financial software solutions. The increase in net income from $40 million to $241 million demonstrates the company's profitability and operational efficiency. Intuit's leading position in the U.S. market for small-business accounting and DIY tax-filing software is a testament to its brand strength and customer loyalty.

Investment in Innovation: Intuit Inc's commitment to innovation is evident in its substantial investments in research and development, which totaled $680 million for the quarter, up from $625 million the previous year. The company's focus on AI-driven platforms and the reorganization of technology functions to support its overall platform indicate a strategic approach to maintaining its competitive edge. By prioritizing AI and emerging technologies, Intuit is well-positioned to enhance its product offerings and customer experience.

Seasonal Dependence: Intuit Inc's financial results are significantly influenced by the seasonal nature of its tax-related products. The company's Consumer and ProTax offerings experience a distinct seasonal pattern, with higher net revenues typically concentrated in the period from November through April. This seasonality can lead to fluctuations in quarterly results and may impact investor perceptions and stock volatility.

Operational Challenges: Despite strong financial performance, Intuit Inc faces operational challenges, as indicated by the increase in total costs and expenses from $2,521 million to $2,671 million. The rise in costs, particularly in selling and marketing, research and development, and general and administrative expenses, suggests that Intuit must continuously invest in these areas to sustain growth. Managing these costs effectively while continuing to invest in innovation will be crucial for maintaining profitability.


Expansion into New Markets: Intuit Inc has the opportunity to expand its presence in international markets, which currently represent approximately 10% of consolidated net revenue. By leveraging its strong product portfolio and brand reputation, Intuit can tap into the growing demand for financial technology solutions globally, potentially increasing its market share and diversifying revenue streams.

Strategic Acquisitions: Intuit's financial strength and cash flow from operations provide it with the capacity to pursue strategic acquisitions. These acquisitions can enhance its product offerings, expand its customer base, and accelerate entry into new markets or segments. Intuit's recent reorganization and investments in technology also position it to integrate new acquisitions effectively, driving long-term growth.

Intense Competition: The financial technology sector is highly competitive, with both established players and emerging startups vying for market share. Intuit Inc must contend with competitors who may introduce superior products, deploy new technologies, or offer free services, particularly in the tax, accounting, and personal finance platform businesses. Staying ahead of the competition will require continuous innovation and strategic marketing efforts.

Regulatory and Security Risks: As a provider of financial services, Intuit Inc operates in a regulatory environment that is subject to change. Compliance with new regulations, data privacy laws, and security standards is essential to maintain customer trust and avoid legal penalties. Additionally, the risk of fraudulent activities by third parties necessitates ongoing investment in security measures, which could increase operational costs.

In conclusion, Intuit Inc ( NASDAQ:INTU ) demonstrates a strong financial foundation and a commitment to innovation, positioning it well in the competitive financial technology landscape. However, the company must navigate the challenges of seasonal business patterns, operational costs, and intense competition. Opportunities for growth through international expansion and strategic acquisitions are countered by the threats of regulatory changes and security risks. Intuit's ability to leverage its strengths and address its weaknesses while capitalizing on opportunities and mitigating threats will be critical for its continued success and investor confidence.

This article, generated by GuruFocus, is designed to provide general insights and is not tailored financial advice. Our commentary is rooted in historical data and analyst projections, utilizing an impartial methodology, and is not intended to serve as specific investment guidance. It does not formulate a recommendation to purchase or divest any stock and does not consider individual investment objectives or financial circumstances. Our objective is to deliver long-term, fundamental data-driven analysis. Be aware that our analysis might not incorporate the most recent, price-sensitive company announcements or qualitative information. GuruFocus holds no position in the stocks mentioned herein.

This article first appeared on GuruFocus .

Business Wire

Cautions About Forward-looking Statements

This press release contains forward-looking statements, including expectations regarding: forecasts and timing of growth and future financial results of Intuit and its reporting segments; our prospects for the business in fiscal 2024 and beyond; our growth outside the US; the timing and growth of revenue from current or future products and services; our corporate tax rate; and the timing and impact of our strategic decisions and initiatives on our business; as well as all of the statements under the heading " Reiterates First-quarter And Fiscal Year 2024 Guidance."

Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause our actual results to differ materially from the expectations expressed in the forward-looking statements. These risks and uncertainties may be amplified by the effects of global developments and conditions or events, including macroeconomic uncertainty and geopolitical conditions, which have caused significant global economic instability and uncertainty. Given these risks and uncertainties, persons reading this communication are cautioned not to place any undue reliance on such forward-looking statements. These factors include, without limitation, the following: our ability to compete successfully; our ability to develop, deploy, and use artificial intelligence in our platform and products; our ability to adapt to technological change and to successfully extend our platform; our ability to predict consumer behavior; our reliance on intellectual property; our ability to protect our intellectual property rights; any harm to our reputation; risk associated with our ESG and DEI practices; risks associated with acquisition and divestiture activity; the issuance of equity or incurrence of debt to fund acquisitions or for general business purposes; cybersecurity incidents (including those affecting the third parties we rely on); customer concerns about privacy and cybersecurity incidents; fraudulent activities by third parties using our offerings; our failure to process transactions effectively; interruption or failure of our information technology; our ability to maintain critical third-party business relationships; our ability to attract and retain talent and the success of our hybrid work model; any deficiency in the quality or accuracy of our offerings (including the advice given by experts on our platform); any delays in product launches; difficulties in processing or filing customer tax submissions; risk associated with climate change; changes to public policy, laws or regulations affecting our businesses; legal proceedings in which we are involved; the seasonal nature of our tax business and other factors beyond our control; changes in tax rates and tax reform legislation; global economic conditions (including, without limitation, inflation); exposure to credit, counterparty and other risks in providing capital to businesses; amortization of acquired intangible assets and impairment charges; our ability to repay or otherwise comply with the terms of our outstanding debt; our ability to repurchase shares or distribute dividends; volatility of our stock price; and our ability to successfully market our offerings. More details about these and other risks that may impact our business are included in our Form 10-K for fiscal 2023 and in our other SEC filings. You can locate these reports through our website at . Fiscal 2024 full-year and Q1 guidance speaks only as of the date it was publicly issued by Intuit. Other forward-looking statements represent the judgment of the management of Intuit as of the date of this presentation. Except as required by law, we do not undertake any duty to update any forward-looking statement or other information in this presentation.


The accompanying press release dated September 28, 2023 contains non-GAAP financial measures. Table 1 reconciles the non-GAAP financial measures in that press release to the most directly comparable financial measures prepared in accordance with Generally Accepted Accounting Principles (GAAP). These non-GAAP financial measures include non-GAAP operating income (loss), non-GAAP net income (loss), and non-GAAP net income (loss) per share.

Non-GAAP financial measures should not be considered as a substitute for, or superior to, measures of financial performance prepared in accordance with GAAP. These non-GAAP financial measures do not reflect a comprehensive system of accounting, differ from GAAP measures with the same names, and may differ from non-GAAP financial measures with the same or similar names that are used by other companies.

We compute non-GAAP financial measures using the same consistent method from quarter to quarter and year to year. We may consider whether other significant items that arise in the future should be excluded from our non-GAAP financial measures.

We exclude the following items from all of our non-GAAP financial measures:

  • Share-based compensation expense
  • Amortization of acquired technology
  • Amortization of other acquired intangible assets
  • Goodwill and intangible asset impairment charges
  • Gains and losses on disposals of businesses and long-lived assets
  • Professional fees and transaction costs for business combinations

We also exclude the following items from non-GAAP net income (loss) and diluted net income (loss) per share:

  • Gains and losses on debt and equity securities and other investments
  • Income tax effects and adjustments
  • Discontinued operations

We believe these non-GAAP financial measures provide meaningful supplemental information regarding Intuit’s operating results primarily because they exclude amounts that we do not consider part of ongoing operating results when planning and forecasting and when assessing the performance of the organization, our individual operating segments, or our senior management. Segment managers are not held accountable for share-based compensation expense, amortization, or the other excluded items and, accordingly, we exclude these amounts from our measures of segment performance. We believe our non-GAAP financial measures also facilitate the comparison by management and investors of results for current periods and guidance for future periods with results for past periods.

The following are descriptions of the items we exclude from our non-GAAP financial measures.

Share-based compensation expenses . These consist of non-cash expenses for stock options, restricted stock units, and our Employee Stock Purchase Plan. When considering the impact of equity awards, we place greater emphasis on overall shareholder dilution rather than the accounting charges associated with those awards.

Amortization of acquired technology and amortization of other acquired intangible assets . When we acquire a business in a business combination, we are required by GAAP to record the fair values of the intangible assets of the business and amortize them over their useful lives. Amortization of acquired technology in cost of revenue includes amortization of software and other technology assets of acquired businesses. Amortization of other acquired intangible assets in operating expenses includes amortization of assets such as customer lists, covenants not to compete, and trade names.

Goodwill and intangible asset impairment charges . We exclude from our non-GAAP financial measures non-cash charges to adjust the carrying values of goodwill and other acquired intangible assets to their estimated fair values.

Gains and losses on disposals of businesses and long-lived assets. We exclude from our non-GAAP financial measures gains and losses on disposals of businesses and long-lived assets because they are unrelated to our ongoing business operating results.

Professional fees and transaction costs for business combinations . We exclude from our non-GAAP financial measures the professional fees we incur to complete business combinations. These include investment banking, legal, and accounting fees.

Gains and losses on debt securities and other investments . We exclude from our non-GAAP financial measures credit losses on available-for-sale debt securities and gains and losses on other investments.

Income tax effects and adjustments. We use a long-term non-GAAP tax rate for evaluating operating results and for planning, forecasting, and analyzing future periods. This long-term non-GAAP tax rate excludes the income tax effects of the non-GAAP pre-tax adjustments described above, and eliminates the effects of non-recurring and period specific items which can vary in size and frequency. Based on our current long-term projections, we are using a long-term non-GAAP tax rate of 24% for fiscal 2024. This long-term non-GAAP tax rate could be subject to change for various reasons including significant acquisitions, changes in our geographic earnings mix or fundamental tax law changes in major jurisdictions in which we operate. We will evaluate this long-term non-GAAP tax rate on an annual basis and whenever any significant events occur which may materially affect this rate.

Operating results and gains and losses on the sale of discontinued operations . From time to time, we sell or otherwise dispose of selected operations as we adjust our portfolio of businesses to meet our strategic goals. In accordance with GAAP, we segregate the operating results of discontinued operations as well as gains and losses on the sale of these discontinued operations from continuing operations on our GAAP statements of operations but continue to include them in GAAP net income or loss and net income or loss per share. We exclude these amounts from our non-GAAP financial measures.

The reconciliations of the forward-looking non-GAAP financial measure to the most directly comparable GAAP financial measures in Table 1 include all information reasonably available to Intuit at the date of this press release. These tables include adjustments that we can reasonably predict. Events that could cause the reconciliation to change include acquisitions and divestitures of businesses, goodwill and other asset impairments, sales of available-for-sale debt securities and other investments, and disposals of business and long-lived assets.

Investors Kim Watkins Intuit Inc. 650-944-3324 [email protected]

Media Kali Fry Intuit Inc. 650-944-3036 [email protected]

intuit strategic plan

Intuit's CMO has a plan to help the company seize a new $30 billion revenue opportunity

  • TurboTax parent company Intuit has focused on marketing its own brand.
  • Intuit wants to increase revenue per customer as it intros services that cut across its sub-brands.
  • Intuit CMO Lara Balazs dishes about her plan.

For most observers, it seems as if Intuit is entering 2024 the same way it usually does: an influx of advertising, including a splashy Super Bowl spot , touting TurboTax to help people get through the dreaded tax season.

But the stakes are much higher this year because Intuit, which hosts an investor meeting January 18, is entering 2024 with what it calls a "branded house strategy," which it first started implementing last March. The idea was to push the Intuit name itself into the consumer consciousness, alongside individual brands like TurboTax, QuickBooks, Mailchimp, and CreditKarma.

"We realized after doing studies that when people know that these brands are from Intuit, purchase intent goes up and additionally trust goes up in those brands," Intuit CMO Lara Balazs told Business Insider.

While Intuit isn't yet a full year into this transition, very early returns suggest the decision is paying off. Intuit's stock was soaring by the end of 2023, up nearly 50% from the beginning of the year, and revenue in the first quarter of its fiscal year, reported in November, was up 15%.

But there's still a big test coming. The new marketing strategy will have to support some of Intuit's newest and most important revenue-driving initiatives that cut across its different sub-brands.

Earlier this month, Intuit for the first time integrated TurboTax's capabilities with QuickBooks and Credit Karma. Company CEO Sasan Goodarzi has stated that increasing the average revenue per customer, or ARPC, is key to its current and future performance.

Another key way Intuit will increase that all-important ARPC is through Intuit Assist, a generative AI-powered assistant for small businesses and consumers that rolled out across TurboTax and Mailchimp in late 2023, and will come to QuickBooks and CreditKarma in the first half of 2024.

If the Assist products catch on, they'll push Intuit's business beyond the well-known tools that people use to manage their finances by themselves.

CEO Goodarzi touted the importance of Assist during Intuit's November earnings call: "It will change our relationship with customers as we move from a transactional workflow platform to a trusted assistant that our customers rely on daily to power their prosperity."

And providing that financial assistance, Goodarzi said during an investors conference in December, represents a $30 billion opportunity that Intuit has not claimed.

But TurboTax competitor H&R Block is also reaching for this opportunity, and has gone on the offensive with its own AI-powered tax assistant, released in December. A bevy of new H&R Block ads tout the assistant, and takes a shot at TurboTax: "So long, TurboTax!" shouts one actor in a recent spot.

"Comparative marketing is a common practice and we've used it for many years to help consumers easily see the benefits of working with H&R Block," an H&R Block spokesperson said.

Given the competitive environment, Intuit needs to make sure people know of its own offering.

"People just aren't aware, because of how strongly we grew the do-it-yourself perception within TurboTax," Balazs said.

And pushing the message across the house brand can be key to shifting this perception, said DJ Stout, a partner at the design firm Pentagram.

"Intuit's move to reintroduce its brand in a way that reflects its core and the way the brand and its sub-brands engage with its users is a smart idea because it allows Intuit to celebrate, examine, and adjust its brand and address elements of the identity that may or may not be working for it and its customers," said Stout.

Rebuilding old tech to chase a big bet

Intuit is also gearing up for another revenue-driving disruption that will rely heavily on Balazs' marketing chops: the company is pushing its products to the mid-market, which Intuit defines as companies that have 10-100 employees.

Goodarzi has described the mid-market as one of Intuit's "big bets" to drive revenue growth. But grabbing these customers required Intuit to rebuild its marketing infrastructure.

"One of the things we shifted that has helped us greatly is our go-to-market technology was very much aimed at the consumer," Balazs said. "What we realized is that we have to start including a mid-market orientation." This meant that Intuit also had to make sure it was capturing leads and feeding them back to the sales team dedicated to the mid-market.

It sounds easy, but Intuit is a 40-year-old company that started on the ancient DOS operating system and had a lot of legacy tech.

"There was a tech debt, but we've leaned into it and updated," Balazs said.

intuit strategic plan

Watch: Amazon's Claudine Cheever is optimistic about how AI will transform the customer experience

intuit strategic plan

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intuit strategic plan

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Intuit (INTU) Q2 Earnings Beat on Strength in Online Ecosystem

Intuit ( INTU Quick Quote INTU - Free Report ) delivered fiscal second-quarter 2024 non-GAAP earnings of $2.63 per share, beating the Zacks Consensus Estimate by 14.85%.   Revenues of $3.38 billion beat the consensus mark by 0.05% and increased 11.3% year over year. Intuit provides financial management and compliance products, such as its tax-preparation software TurboTax, personal finance portal Credit Karma and accounting software QuickBooks, to small businesses. Small businesses can file their taxes with TurboTax and if a small business is a QuickBooks Online customer, it can file its taxes with an expert. Total online payment volume growth was 20% in the fiscal second quarter. Small Business and Self-Employed Group revenues (66.3% of total revenues) jumped 18.4% year over year to $2.24 billion, driven by growth in total Online Ecosystem revenues that climbed 20% year over year to $1.68 billion. Intuit continues to prioritize disrupting the small business mid-market through continued focus on both go-to-market and product innovations. While mid-market customers are a smaller subset of the total small business TAM, they drive a higher ARPC over time, given their more complex needs and higher usage of services across the platform. QuickBooks Online Accounting revenues were up 19% year over year to $826 million, driven primarily by customer growth, higher effective prices and a mix-shift to INTU’s full-service offering. Online Services revenues, which include payroll, payments, time tracking and capital, jumped 24% year over year to $862 million. This was driven by strong performances of Mailchimp, QuickBooks Online payroll and QuickBooks Online payments solutions. Mailchimp revenue growth was driven by higher effective prices and a rise in customers. Within payroll, revenue growth in the quarter reflected an increase in customers adopting the payroll solutions, higher effective prices and a mix-shift toward higher-end offerings. Within payments, revenue growth in the quarter was driven by rising customers as more consumers adopted the company’s payment offerings to manage their cash flow, higher effective prices and an increase in total payment volume per customer. The company continued to make progress globally by executing a refreshed international strategy, which includes leading with both QuickBooks Online and Mailchimp in established markets and leading with Mailchimp in all other markets. On a constant currency basis, total international online ecosystem revenues grew 16% in the fiscal second quarter.

Intuit Inc. Price, Consensus and EPS Surprise

Intuit Inc. Price, Consensus and EPS Surprise

Intuit Inc. price-consensus-eps-surprise-chart | Intuit Inc. Quote

Intuit Gains From Generative AI Features in Platform Architecture

The company's strategic focus on the tax segment, leveraging data and artificial intelligence (AI) to transform the assisted consumer and business tax categories, is aiding user growth. The integration of their products, such as TurboTax with Credit Karma and QuickBooks Online, is poised to streamline the tax filing process for users in the near term. Intuit perceives Generative AI (GenAI) technology as a cost advantage, potentially leading to improved margins in the near term. INTU has incorporated GenAI costs into its current fiscal-year guidance, with expectations of increased efficiency and no drag on margins. Intuit Assist, an AI-powered financial assistant, is driving customer engagement and efficiency. Intuit Assist is powered by the company’s GenAI Operating System, which is built on OpenAI’s large language model. It leverages INTU's ecosystem and database to offer personalized recommendations to both B2C and B2B customers. Intuit Assist will help small businesses using QuickBooks see cash flow hot spots, identify top-selling products and detect spending anomalies.

Zacks Rank & Key Picks

Intuit carries a Zacks Rank #4 (Sell) at present. Shares of INTU have gained 28.1% in the year-to-date period.

Some better-ranked stocks from the broader Computer and Technology sector are Agilent Technologies ( A Quick Quote A - Free Report ) , ACM Research ( ACMR Quick Quote ACMR - Free Report ) and Bandwidth ( BAND Quick Quote BAND - Free Report ) , each carrying a Zacks Rank #2 (Buy) at present. You can see the complete list of today’s Zacks #1 Rank (Strong Buy) stocks here .

Shares of Agilent Technologies have lost 2.7% year to date. A is scheduled to release first-quarter 2024 results on Feb 27.

Shares of ACM Research have lost 2.1% year to date. ACMR is set to report its fourth-quarter 2023 results on Feb 28.

Shares of Bandwidth have lost 8.2% year to date. BAND is set to report its fourth-quarter 2023 results on Feb 28.

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MassGIS 2024 Strategic Plan

MassGIS is conducting an initiative during 2024 to help guide our activities through the end of the decade.

MassGIS recently engaged Applied Geographics (AppGeo), a Sanborn company, to help update the State’s geospatial strategic plan. The State’s geospatial strategy was last updated in 2007. The geospatial strategy will lay out the strategic direction for all geospatial activities across the Commonwealth. While Massachusetts has a well developed and mature geospatial program that incorporates significant collaboration between many stakeholder organizations, there are undoubtedly opportunities for further collaboration.

Table of Contents

Strategic plan purpose.

Map layer stack

The primary objective for updating the Commonwealth’s geospatial strategy is to enhance support for services in both the public and private sectors that improve the lives of Massachusetts’ residents and make Massachusetts a better place. Consistent provision of services to residents related to natural resources, economic development, social services, and public safety is a key objective for geospatial activity.

Strategic Plan Regional Workshops

A series of six workshops around the state are underway to engage participants in dialogue regarding the strategic direction of geospatial technology, data development, and collaboration in the Commonwealth.

Location of strategic plan workshops

Beginning in late February, we will be conducting the regional stakeholder workshops in the following communities:

  • Completed Pittsfield - 70 Allen St, Pittsfield MA 01201 | Tuesday, Feb. 20, 9:00 AM - Noon
  • Completed Springfield - One Armory Square Springfield Technical Community College,  Scibelli Hall of Building 2  | Wednesday, Feb. 21, 9:00 AM - Noon
  • Wareham - 59 Marion Road, Wareham MA 02571  | Tuesday, Feb. 27, 9:30 AM - 12:30PM
  • Worcester -  499 Plantation Parkway, Worcester MA 01605  | Wednesday, Feb. 28, 9:00 AM - Noon
  • Boston - 1 Ashburton Place, Boston MA 02108 21st floor  | Tuesday, March 5, 9:00 AM - Noon
  • Andover -  32 North Main Street, Andover MA 01810  | Thursday, March 7, 9:00 AM - Noon

The new State Geospatial Information Officer, Cy Smith, will be participating in each of the six workshops and looks forward to meeting many from the geospatial community. “There are opportunities right now to take the next steps forward with geospatial data and technology in Massachusetts,” Cy said. “This strategic planning initiative gives us a chance to align our thinking across the Commonwealth. That common perspective will enable us to make the case that geospatial data and technology are critical and indispensable tools for solving all the wicked problems we share.”

If the workshop needs to be cancelled, there will be no alternate dates.

Strategic Plan Survey

The strategic planning initiative began with a survey seeking initial feedback on direction and improvements from all geospatial data users and providers. The survey will help guide the Strategic Plan process. Below are some of the survey results.

The survey reached stakeholders across the state, with a few responses coming from neighboring states and elsewhere in the U.S.

map showing where survey respondents are

427 responses were received from these sectors.

bar chart showing the sectors from which stakeholders responded

Participant Roles & Relationship to Geospatial Data/Tech. Most participants were geospatial data and technology users, with 88% describing GIS as essential to their work.

bar chart showing the roles of stakeholders responders

We asked what data are important and if it needs improvement.  All data themes were important – above 90%.  However, responses differed about needs for improvement.

bar chart showing what gis data is important and needs improvement

Strategic Plan Updates

AppGeo will craft the State’s geospatial strategy based on the survey and workshops input from the community. They have also been asked to develop an implementation plan for one of the strategic objectives. That implementation plan will be used as a model to develop implementation plans for the other three to four strategic objectives. Those implementation plans will help ensure that the strategic plan is implemented over the next several years. The strategy will also include a methodology for periodic touchpoints during the time period covered by the plan, to see how things are going and to update or modify the direction as conditions warrant.

As the process unfolds, please return to this page and section for updates.

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Develop your strategic intuition.

A hand playing chess

To become a master strategist, you must develop strategic intuition. Consider Warren Buffett’s genius for seeing investment gems lying unnoticed in a huge pool of possibilities…. Or Steve Jobs’ ability to intuit the features and qualities of technology that will bring magic to customers… Or Oprah Winfrey’s ability to discern what her viewers want to experience and learn about… In the end, wisdom on this scale cannot be gained through simple analytic tools or logic… intuition is a matter of knowing without knowing how you know.

Napoleon portrait

Biographers of Napoleon Bonaparte talk about his ability to size up a situation with a single coup d’oeil , (pronounced koo-DOY), meaning “a stroke of the eye” or “glance.” To become a master strategist, you must develop strategic intuition. Napoleon was so knowledgeable about his strategic situation—the enemy, the landscape, available technology, similar situations from the past—that he could understand and respond quickly to ever-changing circumstances.

The best decision-makers in chaotic “fog of war” conditions seem able to call on intuition – knowing what to do without knowing why or how they know. To study the dynamics of decision-making under pressure, Gary Klein lived with firefighters and other emergency or quick-response personnel. His objective was to understand how people make decisions in the most hectic of moments. In his book Sources of Power , he concludes that the keys to good spontaneous decision-making are entirely different than what matters when one ponders decisions with time available for analysis and deliberation.

For example, Klein tells the story of one fire captain who entered a burning house, got an odd feeling that something was amiss, and ordered his firefighters out of the structure just seconds before it collapsed. It turned out the source of the fire was in a basement that they did not know was there. Something about the situation just felt wrong to the captain, and he acted on his intuition, saving the lives of his men. According to Klein, intution is recognizing complex patterns “without knowing how we do the recognizing.”

Pattern recognition, by the way, is a key indicator of whether someone has begun to develop a “Zen” way of knowing about his or her field of expertise. Master chess players, for example, can take a cursory glance at the pieces configured on a chess board, turn around, and accurately recreate the placement of all the pieces on another board. The rest of us, at best, can remember where one or two pieces are placed. The difference is that the chess masters look at the board and see a pattern – a story – that they can hold in memory and recall later. To recreate the board, they simply put the pieces into place in order to tell the same story. This is the basis of intuition. While the word conveys a bit of magic or mysticism, psychologists say that intuitive knowledge is the result of repeated experience. The chess master has seen countless configurations on chess boards and gradually learns to see them as a whole experience, pattern of story. To the master, the pieces are just elements of something larger. In like manner, a quarterback who intuits where to find the open man or just seems to sense that it is time to get rid of the ball as he’s approached from behind, has achieved masters level pattern recognition.

Psychologist sometimes call the things that we know intuitively “tacit knowledge.” And we can only use language to speak about things that are “explicit.” Bill Snyder — author of books on knowledge management and communities of practice — says that “unless we can distinguish between tacit and explicit knowledge, we are likely to pay inordinate attention to explicit knowledge and underestimate the prevalence and value of tacit knowledge.”

Tacit knowledge refers to knowledge that one has but cannot explain. In corporate settings, we distinguish between codifiable knowledge that can be written down or documented in some way, and non-codifiable knowledge that you can only learn from experience. This kind of knowledge includes intuitions, values, and basic assumptions as well as “artistry” or Zen mastery. Explicit knowl­edge involves knowledge that can be explained and codified. For example, facts, theories, recipes, standards, and procedures are all examples of explicit knowledge. It is important to distinguish tacit and explicit knowledge because research indicates that more than half of the knowledge in organizations is tacit.”

How to Develop Strategic Intuition. As Malcolm Gladwell has shown in his book, Outliers , mastery of a field generally takes 10,000 hours of concentration in that knowledge domain. With time and practice, the individual begins learns to recognize patterns where others don’t and begin to recognize gaps in knowledge and begin to make new connections in order to solve or fill in these gaps. Warren Buffet certainly put the time in to gain his legendary intuition about the world of investments.

Gaining napoleon’s coup d’oeil – intuitive grasp of the competitive landscape – comes from a mix of aptitude and hard, diligent, and persistent work.

If you’d like to hone your own strategic thinking and deciding skills, please consider joining our workshop called “Learn Strategic Decision-Making at Gettysburg” to be held September 26-27, 2016. To learn more about it, check out our video below or visit our website, here:

intuit strategic plan

Mark Rhodes

intuit strategic plan

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Biographers of Napoleon Bonaparte talk about his ability to size up a situation with a single coup d’oeil,(pronounced koo-DOY), meaning “a stroke of the eye” or “glance.” Napoleon was so knowledgeable about his strategic situation—the landscape, the enemy, available technology, similar situations from the past—that he could understand and respond quickly to ever- changing circumstances. …

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Here’s a list of the biggest mistakes that I have seen made by strategic planning facilitators over the years: 1. Not getting sufficiently trained on how to do facilitating, e.g., planning the meeting, goals, ground rules, which techniques to cultivate complete participation, doing interventions, managing conflict 2. Not learning a variety of strategic planning models, …

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Strategic Thinking in the Age of LinkedIn

LinkedIn founder and triple billionaire Reid Hoffman has two endearing mannerisms that reveal the way he sees–and reasons with–the strategic environment. First, he peppers his statements with the word so. Almost a verbal tic that would grate on a speaking coach like the overuse of the dreaded uh … but he uses it more like …

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Avoid the Silicon Valley Syndrome!

Guest blog from my colleague, Adam Brock, Director of Social Enterprise at Joining Vision and Action (formerly JVA Consulting): How can a well-meaning startup avoid “Silicon Valley Syndrome” and actually use a social startup to create real value for society? Every era has an industry that epitomizes its values. At the turn of the 20th …

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The results are in – Execution trumps strategy. Your business plan may have great strategies, but it will be a great failure if executed poorly. So just hire the right people, right? Turns out the answer is not what you think. At least according to a recent Harvard Business Review Article. Five Myths About Effective …

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It still seems common that many facilitators start strategic planning by having planners attend first to the wording on the mission statement, and soon after to start brainstorming strategic goals. While that approach often can be done in a half-day or full-day of fun and creative “planning,” it has many drawbacks. Here’s a list of …

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Strategic Plan Success: OneIT results in greater efficiency, new faculty resources

Reflected across multiple SDSU strategic plan priorities is the charge to innovate solutions to benefit student success, increase support and resources for instructors and researchers and introduce enterprise solutions for cost-savings and greater efficiencies.

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Through its strategic plan, SDSU has introduced numerous new initiatives, training institutes and other resources to directly benefit the work of faculty, staff and students.  (SDSU)

Enhancing organizational relationships through shared services is a key element of the SDSU Strategic Plan, as defined in Activity 12 as “Identifying areas to advance synergies for shared services across campus units for improved efficiency and accountability.” 

Toward that goal, and others interconnected in the strategic plan, the Information Technology Division was established in July 2019 by combining Enterprise Technology Services, Instructional Technology Services, Enrollment Services Information Technology and Business Information Systems. 

At the charge of SDSU President Adela de la Torre , and driven by the We Rise We Defy: Transcending Borders, Transforming Lives strategic plan , information technology has evolved from a fragmented, decentralized function into what is now the Information Technology Division and OneIT Community. Within recent years, IT-related units have been consolidated and led by the Vice President for Information Technology and Chief Information Officer (CIO). 

The creation of this unified OneIT Community is increasing efficiency and collaboration across IT personnel. This includes prioritizing funding to support mission critical resources, such as the SDSU Data Center. Establishing the OneIT Community also made possible the consolidation of help-desk support across all colleges and IT units through the implementation of the ServiceNow service management tool. These enhancements resulted in more reliable and consistent information technology governance, infrastructure, access, and support.

In addition to unifying information technology professionals campuswide to offer more structured and timely support for campuswide needs, the division has introduced numerous new initiatives, training institutes and other resources to directly benefit the work of faculty, staff and students. 

“In recent years, and certainly during the pandemic, colleges and universities have had to be prepared for unprecedented change. Indeed, we have had to rethink how we teach,” said James Frazee , interim vice president for Information Technology and Chief Information Officer 

“Within the Information Technology Division, and informed by the strategic plan, our teams have worked quickly to develop flexible, customizable, technology-enhanced learning opportunities,” Frazee said. “This has allowed our university to be nimble and to adjust quickly and responsibly, allowing our faculty to learn new technologies and ways of teaching that meet the needs of today’s learners.”

Integrated IT Initiatives

Either as a direct activity embedded by the We Rise We Defy: Transcending Borders, Transforming Lives strategic plan , or developed as an activity motivated by the strategic plan, the Information Technology Division has: 

  • Aligned the work of Instructional Technology Services (ITS) with SDSU’s strategic plan and California State University system’s Graduation Initiative 2025.
  • The Information Technology Division broke down silos in Desktop Support, HelpDesk, College IT, and User Services. This has led to a more streamlined and efficient service delivery model, resulting in quicker resolution of IT issues and improved user experience.
  • With a single point of contact for all IT support needs, students, faculty and staff, no longer have to navigate through complex and confusing support structures.
  • The new OneIT Help Desk provides a unified and consistent support experience, regardless of the type of issue or the end user involved.
  • Unifying service and support on campus has increased collaboration and transparency. By breaking down silos and promoting cross-functional teamwork, the OneIT Helpdesk is fostering a culture of trust and knowledge sharing. This will lead to better problem-solving, more innovation, and a stronger sense of community. 
  • Launched my.SDSU student information system, which now provides a centralized gateway for the critical systems that SDSU students use on a daily basis. The project was designed to: provide better service, accessibility (mobile friendly) and security; align vendor solution software with the other CSU campuses, enabling faster reporting and bringing us into compliance with basic requirements of the Chancellor’s Office and WASC recommendations; enable SDSU to more readily adopt and support other third party offerings that offer integration back to my.SDSU; and consolidate the user experience for financial aid, academic records, class schedule, profile changes to personal information, and student billing and payment activities into one centralized system with one consistent and secure login for students.
  • Established the Cybersecurity Center for Academic Excellence, a research center that will serve as a platform to conduct research on a range of existing and emerging cybersecurity issues.
  • Created the AI Faculty and Student Fellows to explore opportunities related to generative AI (gAI). 
  • Launched the Academic Applications of AI (AAAI) micro-credential program for instructors to train faculty how to creatively and responsibly use gAI in their teaching and research. Registration is available online . 
  • Led, in coordination with Strategic Communications and Public Affairs (StratComm) a web alignment initiative migrating campus web priorities off of outdated and vulnerable systems onto a centralized content management system. 

For example: In response to students’ interest in more active learning and the shift to virtual instruction during the COVID-19 pandemic, the Information Technology Division launched the Flexible Course Design Institute . Today, more than 1,100 instructors have been trained in new teaching strategies and in how to use learner-centered technologies. 

“Once seen as a secondary option, online learning has taken on more of a primary role at SDSU,” Frazee said, adding that the university is offering more online, and distributed learning opportunities through our Global Campus.

The IT Division also launched the Virtual Immersive Teaching and Learning (VITaL) Research Center to serve as an incubator for promoting experimentation with curriculum design and the scholarship of teaching and learning. 

“We are responding to the reality that virtual and augmented reality is changing the ways people work and learn,” said Sean Hauze , the Instructional Technology Services director.

“We are providing opportunities for students to explore and understand through simulated scenarios what it will be like to perform surgeries, explore the cosmos, practice art concepts and more – all through a digital interface,” said Hauze. “These emergent technologies are essential in allowing us to teach our diverse population of learners in ways that are creative, affordable and that meet discipline-specific training needs.” 

Also related to supporting teaching and learning, the IT Division introduced Empathy Lens to leverage eXtended Reality (XR) technology to help people learn more about themselves and to better understand others. Through integrated media, storytelling and virtual immersive experiences, the project helps campus community members to broaden their perceptions of others while learning about topics such as homelessness, healthcare, individuals with disabilities, consumer relations and group dynamics, among other topics.

“Through our strategic plan, there is a natural convergence that is happening on our campus with a focus on unifying and strengthening our IT infrastructure and also adopting new technologies for teaching and learning,” Frazee said. “This is a period of intense innovation that will forever change the nature of how we teach, how our students learn and how our faculty create and invent.” 

Campus News

Through its strategic plan, SDSU has introduced numerous new initiatives, training institutes and other resources to directly benefit the work of faculty, staff and students.  (SDSU)

  • Strategic Plan Success: Students receive 99.9% of scholarships – an SDSU record
  • Four years, 75% completed – Strategic plan changes the SDSU landscape

In 2022-23, 396 African American students earned SDSU degrees, a 35% increase from nearly a decade earlier. (SDSU)

  • Artist collective Xingaderas leads conversations about identity at SDSU
  • Aztecs earn 43 Academic All-Mountain West honors

A portion of the $1.24 million grant will also support 40 MSW candidates and graduates toward licensure by funding supervision at the nonprofit organizations where they work. (Adobe Stock Image)

  • Aztecs Rock Hunger Sets to Raise Another $100,000
  • Aztecs Picked to Win MW; Butler and Waters Honored

intuit strategic plan

Chancellor Syverud Announces First Phase of University’s New Strategic Housing Plan

Chancellor Kent Syverud today announced details of the first phase of the University’s new strategic housing plan. This strategy follows approval from the Board of Trustees. Today’s announcement of the strategic housing plan follows the completion of a comprehensive, three-year housing review, which, among other things, found that undergraduate students wanted more options for living in University housing on North Campus that provides seamless access to various campus facilities and amenities.

As part of the new strategy, which aligns with the goals and aspirations identified in the overarching Campus Framework , the University will:

  • Build a new residence hall at 700 Ostrom Ave., adjacent to Thornden Park. This new facility will house at least 450 students. The architect has been selected, and the student experience team will host several opportunities this spring for student input. The University’s goal is to begin construction this year.
  • Demolish Marion Hall and Kimmel Hall and Dining Center on the corner of Comstock and Waverly avenues to make way for a modern, new residence hall. The University is currently working through a timeline for the design and construction of this new facility.

The strategy was informed by an experience Chancellor Syverud had when he first arrived at Syracuse. The Chancellor lived among first-year students in Brewster, Boland, and Brockway Halls with the goal of understanding how students were experiencing campus and what the University could do to make it better.

“Over the years, we’ve made renovations to residence hall bathrooms, and expanded and improved community spaces,” said Chancellor Syverud. “But many of the residence halls on campus have remained largely the same for too long. Today’s students have dramatically different wants and needs for student housing. This ambitious plan will provide our students with the living environments they expect that will allow them to succeed and thrive.”

The group charged with development of the new strategy was co-led by Senior Vice President and Chief Student Experience Officer Allen Groves and Senior Vice President and Chief Financial Officer Brett Padgett and a group of University Trustees. Together with other campus leaders, including John Papazoglou, senior vice president and chief operations officer, and Pete Sala, vice president and chief facilities officer, among others, the group analyzed what students expect in housing stock, the existing facilities of peer institutions, and what Syracuse University needs to meet expectations of our future students.

“I appreciated the opportunity to see what action our peers are taking to create comfortable, inclusive and supportive living environments that also build community,” says Groves. “That experience combined with the extensive feedback we had previously received from our campus community has helped to inform a housing strategy that is unique to Syracuse and will benefit students for generations to come. I am looking forward to working with my colleagues and students on campus to bring this vision to life.”

“These two new facilities will be the first new residence halls since Ernie Davis Hall opened 15 years ago,” says Padgett. “Modern, comfortable housing is important for achieving our enrollment and retention goals, and it is key to the success of our students—both inside and outside the classroom. This multi-year strategy is innovative, and achievable, and will benefit Syracuse University long into the future.”

The housing strategy builds on the recent announcement that new housing will be made available at the Sheraton Syracuse University Hotel & Conference Center and at 727 South Crouse, the apartment complex formerly known as the Marshall. As the University previously announced, the Sheraton will be converted into a residence hall for sophomores. That work will begin immediately following Commencement in May. The renovated Sheraton will open as a residence hall for sophomores in fall 2024. And, 727 South Crouse will be fully brought into the University’s housing portfolio in fall 2024 and available to sophomores.

“Together, the new facilities and the enhancements to our housing portfolio will allow Syracuse University to continue redefining the Orange experience and ensure an outstanding living and learning environment for our students,” says Chancellor Syverud.

  • Campus Facilities, Administration and Services Completes Upgrade to Streamlined, Modern Management Systems Monday, February 26, 2024, By Jennifer DeMarchi
  • Maxwell Students, Alumni Named Finalists for the 2024 Presidential Management Fellows Program Monday, February 26, 2024, By Jessica Youngman
  • Chancellor Syverud Announces First Phase of University’s New Strategic Housing Plan Monday, February 26, 2024, By News Staff
  • Diversity and Inclusion Vice President Mary Grace A. Almandrez to Host Campuswide Forum March 4 Saturday, February 24, 2024, By News Staff
  • SyracuseCoE Project Selected for Building America Program Award Friday, February 23, 2024, By Emma Ertinger

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Three current students in the Maxwell School of Citizenship and Public Affairs and four recent Maxwell alumni have been selected as finalists for the highly competitive 2024 Presidential Management Fellowship Program. Administered by the U.S. Office of Personnel Management, the…

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