Companies and organizations are organic entities and are subject to the Laws of Physics.   The constant change of their shape from growth, re-structuring, launching new products and responding to market dynamics is what gives them organic quality.


The rate of change that drives re-invention is increasing, requiring the speed at which implementing anything new must also increase.  This includes launching of new products, installing new systems, re-building processes, adding new competencies to key staff members, integrating new acquisitions or by shedding old product lines or parts of an organization.


In short, organization must increase the speed, or VELOCITY, with which it designs and executes new programs. At this point PHYSICS becomes relevant and the term CORPORATE PHYSICS became meaningful.


VELOCITY (V) is equal to “D” the distance travelled over “T” the elapsed time from start to finish.


Applying this to the rate of change needed in organizations:

“V” Velocity is the speed of execution of new programs – which needs to be increased but is a        consequence of “D” and “T”

“D” Distance represents the amount of change required by the “New” which is often fixed or

bounded by the scope of the initiative.

“T” Time is the element that has to be reduced in order to increase “V” if “D” is constant.


A CORPORATE PHYSICS THEORM: Reducing “Time” increases velocity, makes an organization more agile, lessens resource requirements and reduces the cost of execution.  Therefore to increase CORPORATE VELOCITY, TIME has to be reduced for implementing an agreed program (DISTANCE)


The secret to accelerating the implementation programs and corporate agility is TIME.


Reducing the TIME for implementing “New” requires the development and blend of new competencies with many of the existing strengths of an organization.  This leads us to a series of conversations with The LARESEN GROUP: ARCHITECTS OF CHANGE ( and CAPITALWORKS, where each firm supported their clients in the accelerating the implementation of “NEW”.   THE LARSEN GROUP has a behavioral approach and CAPITALWORKS leverages its business analytics capabilities.   The conversation led to the development of a new offering: THE ACCELERATED EXECUTION PROGRAM that blends the best of both approaches to increase the velocity at which companies can design and execute anything “New”.


The AE Program can be applied to implementing new products, new services, new systems, new processes, new leadership, and new acquisitions to condense timelines. The approach empower staff and increases organizational discipline to compliment innovation.  AEP lowers implementation costs, increases staff ownership and makes “new” sustainable.


To increase velocity via reducing time, The AE Program integrates business analytics, organizational capital diagnostics, solution engineering and a portfolio of process management tools and methods to provide the leadership of an organization with a transformational execution strategy and support plan.


The offering addresses Parkinson’s First Law: “Work expands so as to fill the time available for its completion”.  The AE PROGRAM starts by working with Executives, leaders and key staff in developing reduced time scenarios (by 25%, by 20%, by 15%).  This gets people out of their boxes and comfort zones, helps them realize that doing things different together is required that will, in turn, be the catalyst for creative thinking and problem solving.


Execution success reinforces commitment to sustain the change, as new practices generated by the creative thinking process set the standard.  And prepare the enterprise to confidently explore opportunities to change the change, the next “New” initiative.  





Jim Regan

Jim is both an executive and consultant with over thirty years of global experience in all aspects of Corporate Development across all functions for transportation, IT and select services industries in the US, Europe and Asia. He has demonstrated his analytics and solution engineering ability by developing and leading transformative programs, launching new ventures and providing leadership in business growth and development. His focuses on maximizing capital value by creating and implementing programs that identify and release an organization’s potential. Value achieved and directly attributed to programs he has led ranges from $3M to $200M+. He has authored the book CRUNCHTIME, A Guide to Process Engineering and a number of journal articles.