Donald Mitchell

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Strategic Management Expert

Donald Mitchell

Donald Mitchell Quick Facts

Main Areas
Exponential Improvements in Personal and Organizationial Accomplishments
Best Sellers
The 2,000 Percent Solution
Career Focus
Consultant
Affiliation
Chairman, Mitchell and Company and Director, The Four Hundred Year Project (www.fastforward400.com)

Donald W. Mitchell is chairman and chief executive officer of Mitchell and Company, a management consulting firm established in 1977 which specializes in business strategy and financial consulting for major companies. His consulting clients are found predominately among the nation's 200 largest corporations. One instance of his firm's success is that, since 1977 Mitchell and Company's clients have increased their share values by more than $37 billion faster than the Standard and Poor's 500 Average has risen, upon implementation of the firm's recommendations. He has regularly assisted in developing new generations of best practices for large corporations and for start-ups.

In 1981, Mr. Mitchell founded Mitchell Investment Management Company, Inc., a firm specializing in acquisitions. He also serves as its president. Mr. Mitchell's clients are primarily entrepreneurs and successful executives in major corporations.

In 1989, Mr. Mitchell founded Leading Executive Organizations 100, Inc., and serves as the company's president. The company provides advanced executive training to CEOs, CFOs, division presidents, and investor relations executives through OUTSTANDING CHIEF EXECUTIVE OFFICERS, LEADING CHIEF FINANCIAL OFFICERS, LEADING DIVISION PRESIDENTS 100, SHARE PRICE GROWTH 100 and TWENTY TIMES PROGRESS. Over 150 major companies participate in these groups each year.

Mr. Mitchell is coauthor of The 2000 Percent Solution: Free Your Organization from "Stalled" Thinking to Achieve Exponential Success, due to be published in March of 1999. He has also been quoted by Business Week, Chief Executive Magazine, Dun's Business Month, Financial World, Forbes, Fortune, Institutional Investor, Money, The New York Times, The Wall Street journal, ABC News and United Press International regarding business strategy and investments. Mr. Mitchell is listed in many biographical references, including Who's Who in the World. He has published over 20 articles on these subjects as well.

Prior to founding Mitchell and Company, Mr. Mitchell was Director, Strategic Planning, for Heublein, Inc. Prior to his position at Heublein, he was a project manager at the Boston Consulting Group Inc.

Mr. Mitchell has an A.B. degree magna cum laude from Harvard College and a J.D. degree from Harvard Law School. While studying for his J.D. degree, he attended Harvard Business School and pursued the field of marketing. He is a member of the bar in Massachusetts. He currently serves on the board of Literacy Volunteers of Massachusetts. Mr. Mitchell is the former treasurer of the Harvard Law School Association and is a former director of the Harvard Alumni Association.

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SelfGrowth articles and saved writing connected to this expert.

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This article explores three sources of cost-reducing help that most businesses ignore: strangers, volunteers, and unemployed people. Think of the unifying themes for this lesson as helping to overcome the unattractiveness and tradition stalls. Let's begin by considering what strangers can do to help your enterprise reduce costs for all stakeholders through applying zero-based analysis to providing the minimum core offering. How Can Strangers Contribute to Reducing Costs for all Stakeholders by 96 Percent?

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I was inspired to write this article after reading an essay arguing for becoming a salesperson, rather than a CEO ... claiming that a salesperson's hours are shorter, the stress is less, and moment-to-moment tasks are more enjoyable. That didn't make sense to me. While I certainly know some stressed-out, overwhelmed CEOs, I know many more hopelessly frustrated, discouraged salespeople. Yes, it's no fun to lead a failing organization. It's even less fun trying to sell offerings for such a faltering company.

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We consider an older concept in this article, one that has often been applied to cost-reduction thinking: zero-based analysis. You may know this concept as "zero-based costing." Zero-based analysis reverses the usual way of thinking in which many people start by looking at how to remove costs from what is already being spent. Zero-based analysis starts, instead, by assuming that no costs need to be spent and grudgingly adds costs only after being convinced that they cannot be avoided.

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Joe Girard was the champion vehicle salesman for many years in the United States, averaging more than five daily sales of cars and trucks. What were his secrets? According to Mr. Girard, it was simply due to offering a fair price and being someone customers liked to buy from. Mr. Girard made the car-buying experience pleasant; he asked for referrals from customers to family and friends by sending out preprinted holiday cards monthly to everyone who had ever bought from him that said on the front, "I Like You."

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This article's topic will be controversial with some people. Why? Many business thinkers advocate that suppliers should simply work at making life easy and pleasant for customers so that they receive more and more benefits while only making minimal efforts of their own.

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Entrepreneurs are rarely indifferent to how others value their businesses, but their reasons vary in why they care. For some, valuation is a primary goal. For others, it’s a scorecard delivering a sense of what progress has been made. Still others like that increasing enterprise value can help attract and retain talented people.

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Many children are shy, which can make them more dependent on their parents. If a shy child wants something, chances are good that the child will ask a parent to get it … even if the item is easily accessible and in plain sight. Since most parents understand the importance of encouraging independence, a frequently-heard response to such a request is, “Go and get it.” In reaction we’ve all seen a worried-looking child’s face shifting into a furrowed frown, flushed red with anxiety and near tears at the thought of possibly confronting a stranger or a situation that seems daunting.

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Have you ever gone to a party and discovered that you had dressed quite differently from everyone else? How did that make you feel? For some people, this experience would be the height of embarrassment. For others, noting the differences might just draw a slight smile. No copycats need apply to these people! By just looking around most organizations you can quickly tell whether the norm is fitting in or standing out. Which work environment do you prefer?

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It's useful to want to build a major business by adding onto the base of your initial breakthrough. But what does that look like in practice? Let's examine the case history of Education Management to better understand the principle involved.

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Each individual's perceptions of what's happening and why are unique. Never assume that others share your perspective unless you tell them what your perceptions are. This article contains seven rules for better communications and increased mutual understanding. It's natural to assume that others see what's going on in exactly the same ways that we do. I was reminded several times in the last 24 hours that such an assumption is often mistaken.

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I was inspired to consider this question in 2008 when the two largest newspapers in Boston featured a headline that the larger of the two, The Boston Globe (which was owned by the same company that published The New York Times), had threatened to shut down the print version of the paper and to operate online only unless employees agreed to cut their salaries and benefits by over $20 million a year.

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The cost of investments that benefit many stakeholders can unfairly fall more on one organization than on another. Amtrak, the American government-owned passenger rail corporation, is an example of this problem.

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Favorite Quotes & Thoughts from Donald Mitchell

We all know what we need to know to be more than 20 times as successful, but we don't know how to access that knowledge when we need it. With the right questions, you'll be able to unleash that knowledge you already have.

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