11i Networks, Inc. Strategic Planning Session 2007  © Candelaria & Associates 2007
Outline <ul><li>Strategic Plan—Defined </li></ul><ul><li>Internal Guiding Disciplines—Team, Clarity, Communications, Syste...
Developing a Strategic Plan <ul><li>Definition: </li></ul><ul><li>Strategy:  A  plan of action  intended to achieve a spec...
Purpose of a Strategic Plan? <ul><li>Allows company to gauge </li></ul><ul><ul><li>Performance  </li></ul></ul><ul><ul><li...
Guidance <ul><li>A strategic plan provides employees and management a roadmap to work from, follow and adjust as  needed <...
Internal Guiding Disciplines <ul><li>Build and maintain a  cohesive leadership team </li></ul><ul><li>Create  organization...
Cohesive Leadership Teams <ul><li>Cohesive Teams build trust, eliminate politics, and increase efficiency by: </li></ul><u...
What Does it Look Like <ul><li>Cohesive leadership teams resolve issues and create environments of trust for themselves an...
Organizational Clarity <ul><li>An organization that has achieved clarity has a sense of unity around everything it does </...
What Does It Look Like? <ul><li>Clarity provides power like nothing else </li></ul><ul><li>Establishes a foundation for co...
Over-Communicate Organizational Clarity <ul><li>Healthy organizations align their employees around organizational clarity ...
What Does It Look Like? <ul><li>With companies that effectively over-communicate, employees at all levels in all departmen...
Reinforce Organizational Clarity through Human Systems <ul><li>Organizations sustain their health by ensuring consistency ...
What Does It Look Like? <ul><li>Healthy organization look for qualities in job candidates that match the values of the com...
Why We Are Here? <ul><li>Create a strategic plan that is uniquely suited to our business  </li></ul><ul><li>Agree to revis...
Strategic Plans Address <ul><li>Marketing Goals </li></ul><ul><li>Sales Goals </li></ul><ul><li>Product Development Goals ...
Business vs. Strategic Plan <ul><li>Business plan:  </li></ul><ul><li>focuses on the viability of a business idea analyzin...
Eight Steps to Strategic Planning: <ul><li>1. Craft a mission statement </li></ul><ul><li>2. Take inventory of our busines...
Step One: Creating a Mission Statement <ul><li>Involve all key personnel and advisors.  </li></ul><ul><li>Be prepared to a...
Questions to Answer <ul><li>Q: What type of organization are we creating? </li></ul><ul><li>Q: Why do we exist?  What diff...
Step Two: Taking Inventory of Where We Are Today <ul><li>With written mission statement in hand,  take inventory of where ...
Clients: Current Customer Base and Prospect List <ul><li>How would you describe our relationship with existing clients? </...
Current Products &  Service Offerings <ul><li>Is it solid mix of needs-satisfying items?  If not, can we identify where ho...
Financial Performance <ul><li>Are sales and profitability growing at a desired rate? </li></ul><ul><li>Are debts and liabi...
Operations <ul><li>Are there areas that are chronic bottlenecks in the areas of productions, packaging, shipping or delive...
Competitive Edge <ul><li>Identify the features and aspects of the company that make us unique.  </li></ul><ul><li>Include ...
Environment  <ul><li>Scan and observe externalities—such as investors, stockholders, lawmakers, competitors, news makers, ...
Step 3:  Goals and Objectives  <ul><li>Our goals can either be quantitative or qualitative: </li></ul><ul><li>Qualitative ...
General Strategic  Goal Categories <ul><li>General performance :  Seek to achieve measurable improvement in basic business...
Exercise <ul><li>Identify primary goals and objectives for 11i Networks </li></ul><ul><li>11i Networks, Inc.  is a full se...
Step 4:  Scenario Playing/Planning/Visualization  <ul><li>Scenario based planning is a good tool in strategic planning.  <...
Example <ul><li>Based on the earlier inventory example, we may be considering a scenario of dropping an underperforming pr...
Questions To Consider <ul><li>Will we save the cost of production on that product that can be reinvested more efficiently ...
Exercise <ul><li>Take the time now to do a scenario analysis on at least one of the action steps we are considering in the...
Step 5:  Design an Action Plan for Reaching Goals and Objectives <ul><li>Sample Goal: Decrease product returns by 5% durin...
Action Plan <ul><li>CEO Space—December 2007 </li></ul><ul><li>First Quarter 2008 </li></ul><ul><li>Sales/Marketing Plan </...
Another Sample <ul><li>Sample Goal:  Increase employee retention rates  </li></ul><ul><li>Sample Strategy:  Establish a co...
Exercise <ul><li>Identify 2-3 major goals we want to accomplish as a business and outline how we plan to achieve the resul...
Step Six: Communicate the Plan <ul><li>Communicate goals to employees, partners and investors.  </li></ul><ul><li>Hold a g...
Step Seven: Implement the Plan <ul><li>Make sure the team has the necessary skills to carry out the plan.  </li></ul><ul><...
Step Eight: Revisit the Plan  <ul><li>Check in on a regular schedule </li></ul><ul><li>Communicate expectations to staff t...
Our Strategic Plan Will… <ul><li>Allow employees at all levels to share a common understanding of where the company is hea...
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Organizational Strategic Planning Session 11/2007

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How To Create a Strategic Plan

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Organizational Strategic Planning Session 11/2007

  1. 1. 11i Networks, Inc. Strategic Planning Session 2007 © Candelaria & Associates 2007
  2. 2. Outline <ul><li>Strategic Plan—Defined </li></ul><ul><li>Internal Guiding Disciplines—Team, Clarity, Communications, Systems </li></ul><ul><li>Why Are We Here? </li></ul><ul><li>Strategic Plans—Marketing, Sales, Product Development, Operational, Revenue Goals </li></ul><ul><li>Eight Steps to Strategic Planning </li></ul><ul><ul><li>Mission Statement </li></ul></ul><ul><ul><li>Inventory snapshot of current space </li></ul></ul><ul><ul><li>Goals/Objectives—Priority sequence </li></ul></ul><ul><ul><li>Scenario Planning—where do we want to go? </li></ul></ul><ul><ul><li>Action Plan to get us there </li></ul></ul><ul><ul><li>Communicate plan to organization </li></ul></ul><ul><ul><li>Implement Plan </li></ul></ul><ul><ul><li>Revisit regularly and make adjustments as needed </li></ul></ul><ul><ul><li> © Candelaria & Associates 2007 </li></ul></ul>
  3. 3. Developing a Strategic Plan <ul><li>Definition: </li></ul><ul><li>Strategy: A plan of action intended to achieve a specific goal--- American Heritage Dictionary </li></ul><ul><li>© Candelaria & Associates 2007 </li></ul>
  4. 4. Purpose of a Strategic Plan? <ul><li>Allows company to gauge </li></ul><ul><ul><li>Performance </li></ul></ul><ul><ul><li>Strengths </li></ul></ul><ul><ul><li>Weaknesses </li></ul></ul><ul><ul><li>© Candelaria & Associates 2007 </li></ul></ul>
  5. 5. Guidance <ul><li>A strategic plan provides employees and management a roadmap to work from, follow and adjust as needed </li></ul><ul><li>© Candelaria & Associates 2007 </li></ul>
  6. 6. Internal Guiding Disciplines <ul><li>Build and maintain a cohesive leadership team </li></ul><ul><li>Create organizational clarity </li></ul><ul><li>Over-communicate organizational clarity </li></ul><ul><li>Reinforce organizational clarity through human systems </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  7. 7. Cohesive Leadership Teams <ul><li>Cohesive Teams build trust, eliminate politics, and increase efficiency by: </li></ul><ul><li>Knowing each others unique strengths and weaknesses </li></ul><ul><li>Openly engaging in constructive ideological conflict </li></ul><ul><li>Holding one another accountable for behaviors and actions </li></ul><ul><li>Committing to group decisions © Candelaria & Associates 2007 </li></ul>
  8. 8. What Does it Look Like <ul><li>Cohesive leadership teams resolve issues and create environments of trust for themselves and their people. </li></ul><ul><li>Energy expended in the organization is focused on achieving the desired results of the firm </li></ul><ul><li>They arrive at decisions more quickly and with greater buy-in than non-cohesive teams. </li></ul><ul><li>Meetings are compelling and vital. They are forums to ask difficult questions, challenge one another’s ideas and ultimately arrive at decisions that everyone agrees to support and adhere to—in the best interest of the company. © Candelaria & Associates 2007 </li></ul>
  9. 9. Organizational Clarity <ul><li>An organization that has achieved clarity has a sense of unity around everything it does </li></ul><ul><li>Aligns resources </li></ul><ul><li>Establishes common concepts, values, definitions, goals and strategies </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  10. 10. What Does It Look Like? <ul><li>Clarity provides power like nothing else </li></ul><ul><li>Establishes a foundation for communication, hiring, training, promotion, and decision making </li></ul><ul><li>Serves as the basis for accountability in an organization </li></ul><ul><li>Required for long-term, sustainable success © Candelaria & Associates 2007 </li></ul>
  11. 11. Over-Communicate Organizational Clarity <ul><li>Healthy organizations align their employees around organizational clarity by communicating key messages through </li></ul><ul><ul><li>Repetition </li></ul></ul><ul><ul><li>Simplicity </li></ul></ul><ul><ul><li>Multiple mediums </li></ul></ul><ul><ul><li>Cascading messaging </li></ul></ul><ul><ul><li> © Candelaria & Associates 2007 </li></ul></ul>
  12. 12. What Does It Look Like? <ul><li>With companies that effectively over-communicate, employees at all levels in all departments understand what the organization is about and how they contribute to its success </li></ul><ul><li>Strong sense of common purpose and direction </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  13. 13. Reinforce Organizational Clarity through Human Systems <ul><li>Organizations sustain their health by ensuring consistency in… </li></ul><ul><li>Hiring </li></ul><ul><li>Managing performance </li></ul><ul><li>Rewards and Recognition </li></ul><ul><li>Employee dismissal </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  14. 14. What Does It Look Like? <ul><li>Healthy organization look for qualities in job candidates that match the values of the company </li></ul><ul><li>Systems help employees to identify opportunities and realign work and behavior around the direction/values of the organization </li></ul><ul><li>Results=contribution to bottom line and impact of reinforcing organizational values </li></ul><ul><li>Employee suitability for remaining in organization use same organizational clarity values © Candelaria & Associates 2007 </li></ul>
  15. 15. Why We Are Here? <ul><li>Create a strategic plan that is uniquely suited to our business </li></ul><ul><li>Agree to revisit the strategic plan on a regular basis </li></ul><ul><li>Understand that we will make revisions as necessary </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  16. 16. Strategic Plans Address <ul><li>Marketing Goals </li></ul><ul><li>Sales Goals </li></ul><ul><li>Product Development Goals </li></ul><ul><li>Operational Goals </li></ul><ul><li>Revenue Goals © Candelaria & Associates 2007 </li></ul>
  17. 17. Business vs. Strategic Plan <ul><li>Business plan: </li></ul><ul><li>focuses on the viability of a business idea analyzing the marketplace and establishing financial projections </li></ul><ul><li>Strategic plan: </li></ul><ul><li>much more conceptual by nature; it provides a guide for achieving desired results which often change on a regular basis. Its main purpose is to guide the internal employees and management team </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  18. 18. Eight Steps to Strategic Planning: <ul><li>1. Craft a mission statement </li></ul><ul><li>2. Take inventory of our business to reveal our current position </li></ul><ul><li>3. Brainstorm and outline the goals and objectives that are most important to our business </li></ul><ul><li>4. Conduct scenario planning to find out where we want our business to go </li></ul><ul><li>5. Design an action plan that will allow us to realize these goals and objectives </li></ul><ul><li>6. Communicate the plan to all staff </li></ul><ul><li>7. Implement the plan </li></ul><ul><li>8. Revisit the plan regularly © Candelaria & Associates 2007 </li></ul>
  19. 19. Step One: Creating a Mission Statement <ul><li>Involve all key personnel and advisors. </li></ul><ul><li>Be prepared to answer all questions below. Any other questions we need to ask ourselves? </li></ul><ul><li>Make sure all our current and future business decisions match our mission statement. © Candelaria & Associates 2007 </li></ul>
  20. 20. Questions to Answer <ul><li>Q: What type of organization are we creating? </li></ul><ul><li>Q: Why do we exist? What difference does it make? </li></ul><ul><li>Q: What behavioral values are irreplaceable and fundamental? </li></ul><ul><li>Q: What type of products and services do we seek to provide? </li></ul><ul><li>Q: What business are we in? </li></ul><ul><li>Q: Who do we compete against? </li></ul><ul><li>Q: How does our approach differ from that of our competition? </li></ul><ul><li>Q: Which markets should we target? </li></ul><ul><li>Q: Which specific customers should we pursue? </li></ul><ul><li>Q: What kinds of employees are well suited to our organization? </li></ul><ul><li>Q: What are our goals this month? this quarter? This year? Next year, five years from now? longer term goals? </li></ul><ul><li>Who has to do what for us to achieve our goals this month? Year? Five years from now? © Candelaria & Associates 2007 </li></ul>
  21. 21. Step Two: Taking Inventory of Where We Are Today <ul><li>With written mission statement in hand, take inventory of where we are now. </li></ul><ul><li>Let’s focus on 6 key areas: </li></ul><ul><li>Our clients </li></ul><ul><li>Our service offerings </li></ul><ul><li>Our financial performance </li></ul><ul><li>Our operations </li></ul><ul><li>Our competitive advantage </li></ul><ul><li>Our environment </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  22. 22. Clients: Current Customer Base and Prospect List <ul><li>How would you describe our relationship with existing clients? </li></ul><ul><li>How could they be improved? </li></ul><ul><li>Are there several vital accounts that have eluded our sales efforts? </li></ul><ul><li>What can we do differently to score their business? </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  23. 23. Current Products & Service Offerings <ul><li>Is it solid mix of needs-satisfying items? If not, can we identify where holes exist in our offering? </li></ul><ul><li>Are there recurring request from our clients for certain items that could feasibly be added to our line up? </li></ul><ul><li>Are there products or services that are consistent sales underachievers? If so, what are our plans for these items? </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  24. 24. Financial Performance <ul><li>Are sales and profitability growing at a desired rate? </li></ul><ul><li>Are debts and liabilities kept at a reasonable rate? </li></ul><ul><li>If we could change one thing about our company’s financial performance during the upcoming year, what would it be? </li></ul><ul><li>What steps can we take toward that goal? © Candelaria & Associates 2007 </li></ul>
  25. 25. Operations <ul><li>Are there areas that are chronic bottlenecks in the areas of productions, packaging, shipping or delivery? Marketing, sales, communications? Personnel, Purchasing, Reimbursements, Partnerships, Legal, etc? </li></ul><ul><li>Do employees consistently complain about processes that waste valuable time? </li></ul><ul><li>Can we identify ways to cost-effectively streamline these processes? </li></ul><ul><li>Are there technological solutions available and within our budget that could help the situation? © Candelaria & Associates 2007 </li></ul>
  26. 26. Competitive Edge <ul><li>Identify the features and aspects of the company that make us unique. </li></ul><ul><li>Include culture, location, resources, staff, management team, technology, delivery method, pricing, etc. </li></ul><ul><li>Are we aware of any threats to our competitive edge? </li></ul><ul><li>Are there any proactive steps we can take to protect ourselves? © Candelaria & Associates 2007 </li></ul>
  27. 27. Environment <ul><li>Scan and observe externalities—such as investors, stockholders, lawmakers, competitors, news makers, new markets---that could impact our company in a substantial way </li></ul><ul><li>How will they positively or negatively affect 11i Networks in the coming year? </li></ul><ul><li>Are there proactive steps we can take to affect these outcomes? © Candelaria & Associates 2007 </li></ul>
  28. 28. Step 3: Goals and Objectives <ul><li>Our goals can either be quantitative or qualitative: </li></ul><ul><li>Qualitative example: Improve employee’s productivity by enhancing teamwork or provide better customer service resulting in fewer returns. </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul><ul><li>Quantitative example: Increase sales by 10% over the next 9 months or increase profit by 5% while reducing overhead by 7%. </li></ul>
  29. 29. General Strategic Goal Categories <ul><li>General performance : Seek to achieve measurable improvement in basic business functions (e.g. Solving customer inquiries) </li></ul><ul><li>Financial performance : This may involve a target amount of money to be earned, raised from investors, saved or spent. </li></ul><ul><li>Operations/processes : Perhaps we want to shorten the length of time for certain processes (e.g. product packaging) or increase turnaround for others (closing a sale). </li></ul><ul><li>Deadlines : We may want to achieve a target date for the achievement of some objective or the completion of a project. © Candelaria & Associates 2007 </li></ul>
  30. 30. Exercise <ul><li>Identify primary goals and objectives for 11i Networks </li></ul><ul><li>11i Networks, Inc. is a full service information technology protection company that offers secure wireless solutions, standards compliance monitoring, training, wireless intrusion prevention and forensics services to the public and private sector worldwide © Candelaria & Associates 2007 </li></ul>
  31. 31. Step 4: Scenario Playing/Planning/Visualization <ul><li>Scenario based planning is a good tool in strategic planning. </li></ul><ul><li>It is a system of if-then alternative evaluations. </li></ul><ul><li>Considering different scenarios allows us to determine the probable outcomes of different possible outcomes we may take during the planning period. </li></ul><ul><ul><li> © Candelaria & Associates 2007 </li></ul></ul>
  32. 32. Example <ul><li>Based on the earlier inventory example, we may be considering a scenario of dropping an underperforming product in order to focus on more profitable offerings. </li></ul><ul><li>Using scenario based planning we want to determine whether it is a sensible move. © Candelaria & Associates 2007 </li></ul>
  33. 33. Questions To Consider <ul><li>Will we save the cost of production on that product that can be reinvested more efficiently elsewhere? </li></ul><ul><li>Will we save staff time that can be used more efficiently elsewhere? </li></ul><ul><li>We may lose some customers who were only interested in us for that product, how do we handle that? </li></ul><ul><li>We may lose some distributors who were only interested in us for that product. How do we address? </li></ul><ul><li>We may have been able to increase sales of the product if we made some adjustments, but we don’t know if we should drop it altogether… © Candelaria & Associates 2007 </li></ul>
  34. 34. Exercise <ul><li>Take the time now to do a scenario analysis on at least one of the action steps we are considering in the coming year. </li></ul><ul><li>Write down the possible outcomes we can think of at this time. </li></ul><ul><li>We can add to and evaluate </li></ul><ul><li>the list later. </li></ul><ul><li>© Candelaria & Associates 2007 </li></ul>
  35. 35. Step 5: Design an Action Plan for Reaching Goals and Objectives <ul><li>Sample Goal: Decrease product returns by 5% during the first quarter of the fiscal year. </li></ul><ul><li>Sample Strategy: Train staff members to conduct quality control of products being shipped; create a process that allows each item to be checked and recorded at the time of shipping; put a process in place that ensures and records that customer service representatives double-checked the accuracy of the order information. Meet with team on a weekly basis to discuss new processes, successes and issues. </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  36. 36. Action Plan <ul><li>CEO Space—December 2007 </li></ul><ul><li>First Quarter 2008 </li></ul><ul><li>Sales/Marketing Plan </li></ul><ul><li>Board of Directors Meeting </li></ul><ul><li>Advisors Meeting </li></ul><ul><li>First Federal Government contract </li></ul><ul><li>Office locations © Candelaria & Associates 2007 </li></ul>
  37. 37. Another Sample <ul><li>Sample Goal: Increase employee retention rates </li></ul><ul><li>Sample Strategy: Establish a company retention plan that includes better benefits and company perks; spend more time talking to employees about their wants and needs; incorporate their suggestions when feasible. Establish an open-door policy between management and employees. © Candelaria & Associates 2007 </li></ul>
  38. 38. Exercise <ul><li>Identify 2-3 major goals we want to accomplish as a business and outline how we plan to achieve the results. </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  39. 39. Step Six: Communicate the Plan <ul><li>Communicate goals to employees, partners and investors. </li></ul><ul><li>Hold a general team meeting to convey the details of our strategic plan. </li></ul><ul><li>Convene a smaller group meeting to discuss appropriate team member’s roles and responsibilities. </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  40. 40. Step Seven: Implement the Plan <ul><li>Make sure the team has the necessary skills to carry out the plan. </li></ul><ul><li>This means ensuring that we have the right people handling the right responsibilities and that we have the necessary technology to carry out the plan. </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  41. 41. Step Eight: Revisit the Plan <ul><li>Check in on a regular schedule </li></ul><ul><li>Communicate expectations to staff to stay on target </li></ul><ul><li>Tie performance to results identified in strategic planning goals </li></ul><ul><li> © Candelaria & Associates 2007 </li></ul>
  42. 42. Our Strategic Plan Will… <ul><li>Allow employees at all levels to share a common understanding of where the company is headed, what success looks like, who the competition is, and what needs to be done to claim victory </li></ul><ul><li>Allow employees to recognize their role </li></ul><ul><li>Create an environment of empowerment, traction and urgency © Candelaria & Associates 2007 </li></ul>

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