1
Dr James Robertson PrEng
Copyright 2004 through 2010
James A Robertson and Associates
James A Robertson and Associates
E...
2
The harsh reality of strategic planning
90% of strategic planning initiatives FAIL to
deliver any material change in per...
3
What is an engineering approach?
4
Engineers do NOT design bridges to stand up
5
They design them NOT to fall down
Engineer strategic plans against failure
6
Imagining the impossible:
What is NOT an engineering approach?
7
What is strategy?
REALLY?
?
8
Strategy
Doing the right things
Professor Malcolm McDonald
9
Tactics
Doing things right
Professor Malcolm McDonald
10
Strategy -- doing the right things
Tactics--thingsright
Professor Malcolm McDonald
The relationship between strategy an...
11
Strategy -- doing the right things
Tactics--thingsright Thrive
Professor Malcolm McDonald
The relationship between stra...
12
Survive
Strategy -- doing the right things
Tactics--thingsright
Professor Malcolm McDonald
The relationship between str...
13
Die
Strategy -- doing the right things
Tactics--thingsright
Professor Malcolm McDonald
The relationship between strateg...
14
Die slowly
Die fast
Strategy -- doing the right things
Tactics--thingsright
Professor Malcolm McDonald
The relationship...
15
The relationship between strategy and tactics
SurviveDie slowly
Die fast
Thrive
Strategy -- doing the right things
Tact...
16
The time dependency of strategy
Not a forecast
Forecast
Today + n Years
?
?
?
Professor Malcolm McDonald
17
Not an objective
Objective
Today + n Years
The time dependency of strategy
Professor Malcolm McDonald
18
Strategic plan -- the path to competitive advantage
Today
A realistic trajectory of
continuous improvement
within busin...
19
The trajectory from good to great -- Gilette case study
“From Good to Great” by Jim Collins page 24
1986
Hostile takeov...
20
The essence of strategy is integration - the ability to see in a
complex holistic way
The essence of strategy
Michael E...
21
What is strategy?
The ESSENCE of why an organization exists and how it
thrives
22
Core economic driver
Core human resource driver
Core market differentiator
Core market
Core product
Core technology / c...
23
The Critical Factors for Success
24
Mythology (wishful thinking) (30%)
Lack of executive custody and inappropriate policies (20%)
Lack of alignment of oper...
25
The critical factors for strategy
implementation = THRIVE success
Executive custody (25%)
Strategic solution architectu...
26
How to achieve sustainable and viable strategic
designs
27
Precise determination of the essence of the business and how it thrives
-- core strategic definition
Precise determinat...
28
Support one or more of these:
Maximize value creation
minimize value destruction
7. CORPORATE STRATEGIC
GOVERNANCE
CORE...
29
Critical issues analysis -- at ANY level -- what is REALLY important
Gap analysis
Design / mapping -- how the solution ...
30
The problem of different perspectives
Everyone sees the problem and the solution differently
Executive
Production
Opera...
31
What will be done?
How well are we doing it already?
Accountability
Timeline
1.
2.
3.
4.
Gap Analysis
32
Resources (costs and constraints)
Risks
Customer impact
What value and how -- economics
5.
6.
7.
8.
Executive managemen...
33
Strategic action plan
Strategic project plan
Strategic governance framework
Key performance indicators -- “tell me how ...
34
Strategy is the essence of why the organization exists and how it
THRIVES
Focus on THRIVE activities and decisions
Rigo...
35
What is the most important insight you gained from this
presentation?
What is the most important action you propose ari...
36
Questions?
Dr James Robertson PrEng
James A Robertson & Associates
Telephone: +27-83-251-6644
Care of Dorsa Padideh Com...
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083 An Engineering Approach to Strategic Planning -- by Dr James A Robertson PrEng

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A rigorous (engineering approach) to strategic planning using critical issues based analysis techniques and structured gap analysis techniques to develop a comprehensive and rigorous multi-year plan that is measurable and actionable and traceable back to the original analysis in order to produced high value outcomes, requires effective strategic facilitation

See also http://www.james-a-robertson-and-associates.com/Strategy.aspx

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083 An Engineering Approach to Strategic Planning -- by Dr James A Robertson PrEng

  1. 1. 1 Dr James Robertson PrEng Copyright 2004 through 2010 James A Robertson and Associates James A Robertson and Associates Effective Strategic Business Solutions Strategic Analysis and Design An Engineering Approach to Strategic Planning Strategic Management Conference Tehran, Iran 28 September 2010
  2. 2. 2 The harsh reality of strategic planning 90% of strategic planning initiatives FAIL to deliver any material change in performance of the organization
  3. 3. 3 What is an engineering approach?
  4. 4. 4 Engineers do NOT design bridges to stand up
  5. 5. 5 They design them NOT to fall down Engineer strategic plans against failure
  6. 6. 6 Imagining the impossible: What is NOT an engineering approach?
  7. 7. 7 What is strategy? REALLY? ?
  8. 8. 8 Strategy Doing the right things Professor Malcolm McDonald
  9. 9. 9 Tactics Doing things right Professor Malcolm McDonald
  10. 10. 10 Strategy -- doing the right things Tactics--thingsright Professor Malcolm McDonald The relationship between strategy and tactics
  11. 11. 11 Strategy -- doing the right things Tactics--thingsright Thrive Professor Malcolm McDonald The relationship between strategy and tactics
  12. 12. 12 Survive Strategy -- doing the right things Tactics--thingsright Professor Malcolm McDonald The relationship between strategy and tactics
  13. 13. 13 Die Strategy -- doing the right things Tactics--thingsright Professor Malcolm McDonald The relationship between strategy and tactics
  14. 14. 14 Die slowly Die fast Strategy -- doing the right things Tactics--thingsright Professor Malcolm McDonald The relationship between strategy and tactics
  15. 15. 15 The relationship between strategy and tactics SurviveDie slowly Die fast Thrive Strategy -- doing the right things Tactics--thingsright Professor Malcolm McDonald
  16. 16. 16 The time dependency of strategy Not a forecast Forecast Today + n Years ? ? ? Professor Malcolm McDonald
  17. 17. 17 Not an objective Objective Today + n Years The time dependency of strategy Professor Malcolm McDonald
  18. 18. 18 Strategic plan -- the path to competitive advantage Today A realistic trajectory of continuous improvement within business constraints + n Years The time dependency of strategy Professor Malcolm McDonald
  19. 19. 19 The trajectory from good to great -- Gilette case study “From Good to Great” by Jim Collins page 24 1986 Hostile takeover thwarted 1991 Mockler retires 1996 End Study 1975 Colman Mockler Appointed CEO
  20. 20. 20 The essence of strategy is integration - the ability to see in a complex holistic way The essence of strategy Michael E Porter: Global Competitive Strategy : 9 June 2003
  21. 21. 21 What is strategy? The ESSENCE of why an organization exists and how it thrives
  22. 22. 22 Core economic driver Core human resource driver Core market differentiator Core market Core product Core technology / capability Core values 1. 2. 3. 4. 5. 6. 7. Essential components of strategy
  23. 23. 23 The Critical Factors for Success
  24. 24. 24 Mythology (wishful thinking) (30%) Lack of executive custody and inappropriate policies (20%) Lack of alignment of operations with strategy (15%) Lack of a rigorous (engineering) approach (12%) Poor decision support information (10%) Poor change facilitation (8%) Technology (5%) 1. 2. 3. 4. 5. 6. 7. Causes of strategy implementation failure
  25. 25. 25 The critical factors for strategy implementation = THRIVE success Executive custody (25%) Strategic solution architecture (18%) Clear strategic definition and alignment (16%) Business integration and optimization -- facilitation of change (14%) Effective project planning and execution management (12%) Reliable information to support THRIVE decision making (10%) Technology (5%) 1. 2. 3. 4. 5. 6. 7.
  26. 26. 26 How to achieve sustainable and viable strategic designs
  27. 27. 27 Precise determination of the essence of the business and how it thrives -- core strategic definition Precise determination of the strategic drivers -- finances, people, assets, etc Robust analysis of the strategic environment Structured critical issue models of each of these components Numeric measures of historic, current, forecast and objective performance gives prioritized numeric gaps Structured, prioritized solution action plans, alignment measures, KPI measures, critical competence measures, etc 1. 2. 3. 4. 5. 6. How to achieve sustainable and viable strategic designs
  28. 28. 28 Support one or more of these: Maximize value creation minimize value destruction 7. CORPORATE STRATEGIC GOVERNANCE CORE STRATEGIC OBJECTIVES 4. EXTERNAL STRATEGIC ENV Horizon, medium term, short term, immediate incl threats, opp's, etc 2. MARKET AND PRODUCT FACT MAF, CSF, product fact, Market portfolio, etc Countered by alienators (The Solution Map) 6. STRAT CAPABILITY Ess Q's, realisation (value), StratProc, Crit Fct Success Mgmt of failure factors, etc 5. INTERNAL STRATEGIC ENV Strengths, weaknesses Operation, Systems, Managers, Staff, Workers 1. OWNER CSF'S 3. SUPPLIER FACTORS Supplier relationship and other supplier factors CORE STRATEGIC PARAMETERS Strategy and strategic drivers, also what NOT done Analysis of the Strategic Environment
  29. 29. 29 Critical issues analysis -- at ANY level -- what is REALLY important Gap analysis Design / mapping -- how the solution fits together -- weights Governance framework Action plan Project plan Outcome tracking, performance measurement and incentives -- journey management Continuous Improvement 1. 2. 3. 4. 5. 6. 7. 8. Developing a Robust Strategic Design Forecast Today + n Years Projects and activities to close the gap MAY include I.T. Objective Plan and Solution = outcome of analysis and design process
  30. 30. 30 The problem of different perspectives Everyone sees the problem and the solution differently Executive Production Operations Marketing Finance etc Strategic clarity provides focus Different perspectives remain valid and vital 1. ) ) ) ) ) ) 2. ) Impossible!! Easy!! Hard but we will make it! A few challenges but nothing insurmountable! x Objective What a deep gorge!
  31. 31. 31 What will be done? How well are we doing it already? Accountability Timeline 1. 2. 3. 4. Gap Analysis
  32. 32. 32 Resources (costs and constraints) Risks Customer impact What value and how -- economics 5. 6. 7. 8. Executive management is often the most serious constraint -- ask the RIGHT questions -- what is REALLY required? Gap Analysis
  33. 33. 33 Strategic action plan Strategic project plan Strategic governance framework Key performance indicators -- “tell me how you want me to behave and I will tell you how to measure me” -- what must I do in order for the organization to thrive? Strategic competencies -- knowledge PLUS experience required to achieve strategic objectives -- cause the organization to thrive Measurement of alignment or lack of alignment Other -- diverse opportunities once there are robust measurements 1. 2. 3. 4. 5. 6. 7. Further analysis and outputs
  34. 34. 34 Strategy is the essence of why the organization exists and how it THRIVES Focus on THRIVE activities and decisions Rigorous definition of the strategy and strategic drivers of the organization Rigorous analysis of the strategic environment Structured strategic gap analysis leading to structured, prioritized action plans, projects and continuous THRIVE improvement Formal plan execution including governance, performance measures, required knowledge and experience, measurement of alignment, etc High value THRIVE outcomes 1. 2. 3. 4. 5. 6. 7. Summing up
  35. 35. 35 What is the most important insight you gained from this presentation? What is the most important action you propose arising from this presentation? What is your single most significant long term goal arising from this presentation? 1. 2. 3. Call to action If you gain an insight into something new and do not take action within 48 hours the chances are you never will Justin Cohen citing Bill Gates Write it down
  36. 36. 36 Questions? Dr James Robertson PrEng James A Robertson & Associates Telephone: +27-83-251-6644 Care of Dorsa Padideh Company in Tehran www.JamesARobertson.com email: James@JamesARobertson.com Finding the missing pieces of your I.T. and strategy puzzles "To Him who by wisdom made the heavens, for His mercy endures forever;"
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