Business Planning: Building the Plan and the Buy-in

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  • RJ
  • RJ How to do it without the ‘bp’ for business planning becoming bp for burn-out process!
  • - Taught in a
  • why do you need a clear strategy? Because, as 500 opportunities/day & things to do that day fly at you, you need to know which 50 you choose to do
  • why do you need a clear strategy? Because, as 500 opportunities/day & things to do that day fly at you, you need to know which 50 you choose to do
  • JD – start here
  • JD
  • JD
  • RJ
  • RJ – go until Mandate
  • JD start here – go to market
  • Recognized by many futurists Joel Barker Hamel & Prohalad What’s Wacker Leader initiated Positive & inspiring Detailed & comprehensive Shared & supported Why so important -- an analogy Great trip? How did you get ready? Scan -- found out into Decided what youwhere exactly you wanted to go and what you wanted to do Specifics of how -- care ….. Helps you make decisions along the way
  • RJ – start here
  • I often wonder if we size opportunities or seize opportunities
  • - Your biggest fear is that mgmt won’t buy in to your business plan; if you’ve done your homework, carved your distinctive niche, selecting your primary clients, targetted them with priority services & know what you want – they’ll buy in
  • Business Planning: Building the Plan and the Buy-in

    1. 1. Business Planning: Building the Plan and the Buy-in Jane Dysart & Rebecca Jones Dysart & Jones Associates December 2003
    2. 2. Welcome <ul><li>Jane Dysart and Rebecca Jones are principals of Dysart & Jones Associates (D&J). </li></ul><ul><li>They have been librarians for more than 22 years, and, during the past 12 years their consultancy has assisted organizations in corporate, academic and public sectors. </li></ul><ul><li>D&J is recognized as a leader in library and information service consulting, focusing on assisting information service organizations in the areas of strategic and direction planning and reviewing and recreating their services. </li></ul>                             
    3. 3. Objective <ul><li>Discuss business planning: </li></ul><ul><ul><li>Its relationship with strategic planning & the critical need for both </li></ul></ul><ul><ul><li>The requisite tools & processes </li></ul></ul><ul><li>Provide you with a starting point for doing your organization’s business plan: </li></ul><ul><ul><li>An overview of the planning process </li></ul></ul><ul><ul><li>Tips for gaining buy-in & support </li></ul></ul>
    4. 4. Business Planning <ul><li>Myriad of models, processes & templates for you to choose from, most of which are very similar </li></ul><ul><li>What’s critical is to use a process & format that matches your culture </li></ul><ul><li>For more ideas regarding templates, look at some of the sites: </li></ul><ul><ul><ul><li>http://www.businessplans.org/business.html </li></ul></ul></ul><ul><ul><ul><li>www.bplans.com </li></ul></ul></ul><ul><ul><ul><li>www.inc.com </li></ul></ul></ul>
    5. 5. Business Planning is BIG <ul><li>Basic premise, without being trite: </li></ul><ul><ul><li>B - Business </li></ul></ul><ul><ul><ul><li>reflect that you are a client-focused business </li></ul></ul></ul><ul><ul><li>I - investors’ interest </li></ul></ul><ul><ul><ul><li>initiate stakeholders interest </li></ul></ul></ul><ul><ul><li>G - growth </li></ul></ul><ul><ul><ul><li>clarify how & why you plan to grow & sustain your business, & what’s in it for your clients and stakeholders </li></ul></ul></ul>
    6. 6. A business plan <ul><li>is simply a written document that describes the future path of a business. A good business plan explains the business concept, summarizes the objectives of the business, identifies the resources (both in terms of money and people) that will be needed by the business, describes how those resources will be obtained, and tells the reader why the business will succeed. </li></ul>http://www.cbsc.org/ibp/doc/intro_bp.cfm
    7. 7. The critical success factors: <ul><li>A written document </li></ul><ul><li>Explains business concept </li></ul><ul><li>Describes future path </li></ul><ul><li>Summarizes the objectives of the business </li></ul><ul><li>Tells the reader why the business will succeed </li></ul><ul><li>Identifies the resources (both in terms of money and people) </li></ul>
    8. 8. Strategic Plan or…Business Plan? <ul><li>What’s the relationship? </li></ul><ul><ul><li>Is this a chicken & egg issue? </li></ul></ul><ul><ul><ul><li>Both are dynamic, business-critical processes </li></ul></ul></ul><ul><ul><li>Long-term strategies are essential for clarifying an organization’s direction </li></ul></ul><ul><ul><li>Near-term business actions are essential for implementing those strategies </li></ul></ul>
    9. 9. Strategic planning AND business planning? <ul><li>Strategic plans look ahead 3 -5 years </li></ul><ul><li>Business plans look at 12 – 18 months </li></ul><ul><li>Strategic plans are your roadmap to the future </li></ul><ul><li>Business plans map your exact route, identifying mileage, stops, expected terrain and detours for the next 12 months </li></ul>
    10. 10. Strategic planning AND business planning? <ul><li>“ But doesn’t strategic planning take forever??? ” </li></ul><ul><li>“ Can’t we just do the business plan??” </li></ul><ul><li>When you face 100 opportunities & demands for your time every day, how else are you going to decide which 20 to do? </li></ul>
    11. 11. Business planning rationale <ul><li>Forces you to think about: </li></ul><ul><ul><li>Your parent organization or environment </li></ul></ul><ul><ul><ul><li>your fit & alignment within it </li></ul></ul></ul><ul><ul><li>Your market & specific clients </li></ul></ul><ul><ul><li>Your service & product offerings & options </li></ul></ul><ul><ul><li>Your growth potential, opportunities & risks </li></ul></ul>
    12. 12. Business planning rationale <ul><li>Provides a structured process in which to: </li></ul><ul><li>Identify specific ways of securing support for your business </li></ul><ul><li>Engage employees in planning, for informing stakeholders & clients of your plans </li></ul><ul><li>Analyze your progress & performance </li></ul>
    13. 13. Polling Question <ul><li>Does your parent organization do regular, formal strategic and business planning? </li></ul><ul><ul><ul><li>Yes </li></ul></ul></ul><ul><ul><ul><li>No </li></ul></ul></ul><ul><ul><ul><li>Don’t know </li></ul></ul></ul>
    14. 14. Best article you can read <ul><li>“ How to Write a Great Business Plan,” </li></ul><ul><ul><li>Harvard Business Review , July-August, 1997, pp. 98+ </li></ul></ul><ul><ul><li>Entrepreneurial mindset: </li></ul></ul><ul><ul><ul><li>Context </li></ul></ul></ul><ul><ul><ul><li>Opportunity </li></ul></ul></ul><ul><ul><ul><li>People </li></ul></ul></ul><ul><ul><ul><li>Risk & Reward </li></ul></ul></ul>
    15. 15. Consider reading <ul><li>“ Business Plans: Roadmaps for Growth & Success,” </li></ul><ul><ul><li>Information Outlook , Dec 2000, pp.22+ </li></ul></ul>
    16. 16. Purpose of Your Business Plan <ul><li>The acid test: what your investors or stakeholders want to know: </li></ul><ul><ul><li>Should this business or organization exist? </li></ul></ul><ul><ul><li>Is there a future for it? A market? Is this market growing? </li></ul></ul><ul><ul><li>Does it have viable strategies? </li></ul></ul><ul><ul><li>Do the people involved </li></ul></ul><ul><ul><li>know what they are doing? </li></ul></ul>Set the Context Clarify the Opportunity
    17. 17. Planning Process: Phase 1… Initiate Planning Ideas & assumptions External Environment Establish Planning Context Draft timeline & milestones Strawman of Outcome(s) Internal Environment SWOT Stakeholders
    18. 18. Planning Process: Phase 2… Market Assessment Mission Values Vision Strategy Strategy Strategy Strategy Plans & Programs Capabilities Capabilities Capabilities Capabilities Plans & Programs Plans & Programs Plans & Programs Plans & Programs SWOT Analysis Key Offerings
    19. 19. Planning Process: Phase 2… The middle Market Assessment Mission Values Vision Strategy Strategy Strategy Strategy SWOT Analysis Key Offerings Document Test Communicate Refine
    20. 20. Planning Process: Phase 3…to implementation Market Assessment Mission Values Vision Strategy Strategy Strategy Strategy Plans & Programs Capabilities Capabilities Capabilities Capabilities Plans & Programs Plans & Programs Plans & Programs Plans & Programs SWOT Analysis Key Offerings <ul><li>Measure </li></ul><ul><li>Performance </li></ul><ul><li>Financial </li></ul><ul><li>Planning </li></ul><ul><li>Unit </li></ul><ul><li>Planning </li></ul><ul><li>Individual </li></ul><ul><li>Planning </li></ul>
    21. 21. Basic business planning framework <ul><li>Purpose: Why should the business exist? </li></ul><ul><li>Direction: Where is it headed? </li></ul><ul><ul><li>What’s its potential? What are it’s strategies? </li></ul></ul><ul><li>Market: Who is its market? </li></ul><ul><ul><li>Who will ‘buy’ the products - either with cash or support? </li></ul></ul><ul><li>Services & Products: What does it offer? </li></ul><ul><ul><li>Why would this market want these? What compels them to ‘buy’? </li></ul></ul><ul><li>Capabilities: How will it deliver these? </li></ul><ul><ul><li>What technologies, resources & processes must you have? </li></ul></ul>
    22. 22. WHY? ORGANIZATION’S PURPOSE Why does it exist? WHERE? ORGANIZATION’S VISION Where is the organization headed? WHAT? ITS OFFERINGS What are its key products & services? WHO? ITS MARKET Who are its primary & secondary clients? HOW? ITS CAPABILITIES How will it create & deliver products & services?What technologies & resources does it need? Context Context Context Context Business Planning Framework
    23. 23. The strawman outcome: Written document <ul><li>Sample #1: </li></ul><ul><ul><li>Summary </li></ul></ul><ul><ul><li>Purpose & Strategies </li></ul></ul><ul><ul><li>Client Groups </li></ul></ul><ul><ul><li>Portfolio of Services </li></ul></ul><ul><ul><li>Budget: Capital & Operating </li></ul></ul><ul><ul><li>Personpower </li></ul></ul><ul><ul><li>Appendices </li></ul></ul>
    24. 24. The strawman outcome: Written document <ul><li>Sample #2: </li></ul><ul><ul><li>Summary </li></ul></ul><ul><ul><li>The Business: Background </li></ul></ul><ul><ul><li>Management </li></ul></ul><ul><ul><li>Products & Services </li></ul></ul><ul><ul><li>Market </li></ul></ul><ul><ul><li>Production & Supply </li></ul></ul><ul><ul><li>Financial Performance </li></ul></ul>
    25. 25. The strawman outcome: Written document <ul><li>Sample #3: </li></ul><ul><ul><li>Background & Summary </li></ul></ul><ul><ul><li>Strategic Imperatives </li></ul></ul><ul><ul><li>Market </li></ul></ul><ul><ul><li>Positioning </li></ul></ul><ul><ul><li>Offerings </li></ul></ul><ul><ul><li>Organization </li></ul></ul><ul><ul><li>Marketing </li></ul></ul><ul><ul><li>Finances </li></ul></ul>
    26. 26. <ul><li>Q & A </li></ul>
    27. 27. Establishing the Context <ul><li>Essentially, this is your preparation & background research </li></ul><ul><li>You must establish the context in which your business is & will be operating: </li></ul><ul><ul><li>What will impact, positively or negatively, your ability to operate & to move forward? </li></ul></ul>
    28. 28. Establishing the Context <ul><li>Provides insights for SWOT </li></ul><ul><li>Internal review </li></ul><ul><ul><li>Internal situation </li></ul></ul><ul><li>Environmental Scan </li></ul><ul><ul><li>External factors & forecasts </li></ul></ul><ul><li>Strengths & Weaknesses = internal </li></ul><ul><li>Opportunities & Threats = external </li></ul><ul><ul><li>Strengths </li></ul></ul><ul><li>Weaknesses </li></ul><ul><li>Opportunities </li></ul><ul><li>Threats </li></ul>
    29. 29. Establishing the Context: Environmental Scan <ul><li>“ Scan the horizon” </li></ul><ul><ul><li>Environment in which you are/want to operate </li></ul></ul><ul><ul><li>Trends </li></ul></ul><ul><ul><ul><li>regulatory, industrial, suppliers, competitors </li></ul></ul></ul><ul><ul><ul><li>list competitors & suppliers by name </li></ul></ul></ul><ul><ul><ul><ul><li>size, market share, growth, track records, potential </li></ul></ul></ul></ul><ul><ul><ul><ul><li>what are THEIR directions? THEIR learnings? </li></ul></ul></ul></ul>
    30. 30. Polling Question <ul><li>We spend much more time identifying threats rather than opportunities. Which of these opportunities do you see as something you might pursue in your organization: </li></ul><ul><ul><ul><li>Delivering content via PDA’s </li></ul></ul></ul><ul><ul><ul><li>Key player in your organization’s training/learning programs </li></ul></ul></ul><ul><ul><ul><li>Facilitating communities of practice </li></ul></ul></ul><ul><ul><ul><li>Embedding content into clients’ workflow </li></ul></ul></ul><ul><ul><ul><li>Involvement in new product development or R&D </li></ul></ul></ul>
    31. 31. Establishing the Context: Internal Review <ul><li>“ SW ” of the SWOT - no matter how it hurts </li></ul><ul><li>Assess your situation: </li></ul><ul><ul><ul><ul><li>How are you perceived as an information solution by your market, both current & potential client groups? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>What’s your market size? Market share? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Which client groups are using your services? How? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Which client groups are not, or show declining use? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>What are your staff roles, competencies, strengths? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>What about your technologies & facilities? </li></ul></ul></ul></ul><ul><ul><li>Strengths: what’s going to help you accelerate? </li></ul></ul><ul><ul><li>Weaknesses: what’s going to hinder you? </li></ul></ul>
    32. 32. Establishing the Context: Stakeholders <ul><li>Begin conversations with those who can provide a supportive ‘stake’ & those who can put a stake through the heart of your plan </li></ul><ul><li>Senior management & Clients: </li></ul><ul><ul><li>What are their plans? </li></ul></ul><ul><ul><li>How can you align your business with their goals & objectives? </li></ul></ul><ul><ul><li>What ideas do they have for your business? </li></ul></ul>
    33. 33. Establishing the Context: Ideas & Assumptions <ul><li>Articulate & document the base assumptions </li></ul><ul><li>Staff: </li></ul><ul><ul><li>What are their ideas? Their personal goals & objectives? </li></ul></ul><ul><li>Blend in people’s ideas and interpretations </li></ul><ul><li>The result </li></ul>
    34. 34. <ul><li>Analyze this context: </li></ul><ul><ul><li>what opportunities & threats are emerging? </li></ul></ul><ul><ul><li>what strengths & weaknesses should be highlighted? </li></ul></ul>The SWOT!
    35. 35. WHY? ORGANIZATION’S PURPOSE Why does it exist? WHERE? ORGANIZATION’S VISION Where is the organization headed? WHAT? ITS OFFERINGS What are its key products & services? WHO? ITS MARKET Who are its primary & secondary clients? HOW? ITS CAPABILITIES How will it create & deliver products & services?What technologies & resources does it need? Context Context Context Context Business Planning Framework
    36. 36. The critical success factors: <ul><li>A written document </li></ul><ul><li>Explains business concept </li></ul><ul><li>Describes future path </li></ul><ul><li>Summarizes the objectives of the business </li></ul><ul><li>Tells the reader why the business will succeed </li></ul><ul><li>Identifies the resources (both in terms of money and people) </li></ul>
    37. 37. Mandate: Business concept <ul><li>Mission, mandate, role, purpose </li></ul><ul><ul><li>What business are you in? </li></ul></ul><ul><ul><li>What will be missing if this business does not exist? </li></ul></ul><ul><ul><li>What gap are you filling? </li></ul></ul><ul><ul><li>How does what you do benefit your organization’s clients? </li></ul></ul><ul><ul><li>Use the approach that best fits your culture </li></ul></ul>What is it that makes you distinct?
    38. 38. Direction: Future Path <ul><li>Vision </li></ul><ul><li>Preferred future state that is desired & compelling </li></ul>Design your future – your strategic focus
    39. 39. Direction: Future Path <ul><li>“In 2005 we will be ….” </li></ul><ul><li>“Our clients/market will be…” </li></ul><ul><li>“Our offerings (products & services) will be…” </li></ul><ul><li>Ensure it is specific for everyone involved </li></ul><ul><li>“I will be ….” </li></ul>
    40. 40. The more explicit your strategy <ul><li>The easier it is to identify new opportunities & to sort among a “ bewildering array of technologies,” options and needs </li></ul><ul><li>Michael Porter, </li></ul><ul><li>Fast Company , March 2001 </li></ul>
    41. 41. Summarizes objectives of the business <ul><li>Strategies are decisions </li></ul><ul><li>Decision-making isn’t easy; requires decision criteria </li></ul><ul><ul><li>Decide, up front, how you will make the decision regarding your key strategies: </li></ul></ul><ul><ul><ul><ul><li>Consensus? Veto power? </li></ul></ul></ul></ul><ul><ul><li>What criteria will you apply to strategies? </li></ul></ul><ul><ul><ul><ul><li>Client-driven? Global or local scope? </li></ul></ul></ul></ul><ul><ul><ul><ul><li>What makes sense in your environment? </li></ul></ul></ul></ul>
    42. 42. Summarizes objectives of the business <ul><ul><li>Call them what you will: </li></ul></ul><ul><ul><ul><li>Objectives, strategies, imperatives, priorities, short-term, near-term, annual strategies, objectives, goals, targets </li></ul></ul></ul><ul><ul><li>“ To reach our future, we’ll be concentrating on:” </li></ul></ul><ul><ul><ul><li>1 </li></ul></ul></ul><ul><ul><ul><li>2 </li></ul></ul></ul><ul><ul><ul><li>3 </li></ul></ul></ul><ul><ul><li>“ This year, we will:” </li></ul></ul><ul><ul><ul><li>X </li></ul></ul></ul><ul><ul><ul><li>Y </li></ul></ul></ul><ul><ul><ul><li>Z </li></ul></ul></ul>
    43. 43. <ul><li>Of course strategy is hard -- it’s about making tough choices. </li></ul><ul><li>Michael Porter, </li></ul><ul><li>Fast Company , March 2001 </li></ul>
    44. 44. <ul><li>Q & A </li></ul>
    45. 45. Market: Tells why the business will succeed <ul><li>In the actual plan, this section begins to catch stakeholders’ attention </li></ul><ul><li>No organization can be all things to all people </li></ul><ul><li>Segment your market to focus on those targets most critical to your organization </li></ul>
    46. 46. Market Segmentation Defines “like” groups to be targeted
    47. 47. Market segmentation <ul><li>Determine your potential market </li></ul><ul><ul><ul><li>How big? Where? Who? What? </li></ul></ul></ul><ul><li>Describe distinct primary & secondary target markets </li></ul><ul><ul><li>what do you know about how these targets? </li></ul></ul><ul><ul><ul><li>How do they work? </li></ul></ul></ul><ul><ul><ul><li>How do/will they apply your products/services in their work? </li></ul></ul></ul><ul><ul><ul><li>If they don’t ‘apply’, they won’t continue to ‘buy’. </li></ul></ul></ul>
    48. 48. WHY? ORGANIZATION’S PURPOSE Why does it exist? WHERE? ORGANIZATION’S VISION Where is the organization headed? WHAT? ITS OFFERINGS What are its key products & services? WHO? ITS MARKET Who are its primary & secondary clients? HOW? ITS CAPABILITIES How will it create & deliver products & services?What technologies & resources does it need? Context Context Context Context Business Planning Framework
    49. 49. Offerings: Tells why the business will succeed <ul><li>Products & Services </li></ul><ul><ul><li>List these clearly & succinctly </li></ul></ul><ul><ul><li>Describe in terms of applications & benefits, not features </li></ul></ul><ul><ul><li>Explain why are these offerings compelling for these client groups </li></ul></ul><ul><ul><ul><li>Why will they purchase or support these offerings, over others? </li></ul></ul></ul>
    50. 50. The critical success factors: <ul><li>A written document </li></ul><ul><li>Explains business concept </li></ul><ul><li>Describes future path </li></ul><ul><li>Summarizes the objectives of the business </li></ul><ul><li>Tells the reader why the business will succeed </li></ul><ul><li>Identifies the resources (both in terms of money and people) </li></ul>
    51. 51. Capabilities: Identifies the resources <ul><li>Determine the resources required to produce & deliver offerings to targeted client groups & meet specific strategies </li></ul><ul><li>Should be the most time-consuming </li></ul><ul><ul><li>Opportunity to engage all concerned in determining capabilities, & gaining buy-in to strategies </li></ul></ul>
    52. 52. Capabilities: Identifies the resources <ul><ul><li>So, what is it going to take to deliver those offerings to that market in terms of: </li></ul></ul><ul><ul><ul><li>Organizational structure? </li></ul></ul></ul><ul><ul><ul><li>Technology? </li></ul></ul></ul><ul><ul><ul><li>Equipment, facilities? </li></ul></ul></ul><ul><ul><ul><li>Finances? </li></ul></ul></ul><ul><ul><ul><li>Marketing & communication? </li></ul></ul></ul><ul><ul><ul><li>Production & delivery processes? </li></ul></ul></ul>
    53. 53. Capabilities: Identifies the resources <ul><li>Organizational structure: </li></ul><ul><ul><li>What roles or jobs will be critical? </li></ul></ul><ul><ul><ul><li>What skills & experiences do people need to successfully fulfill those roles? </li></ul></ul></ul><ul><ul><li>How should people within these roles be organized? </li></ul></ul><ul><ul><ul><li>What person power is needed? </li></ul></ul></ul><ul><ul><ul><li>What will facilitate the best workflow & communication? </li></ul></ul></ul><ul><li>What training & opportunities are needed? </li></ul><ul><li>Recruitment? Succession planning? </li></ul>
    54. 54. Capabilities: Identifies the resources <ul><li>Technology: </li></ul><ul><ul><li>What technology & systems do you need? </li></ul></ul><ul><li>Equipment, facilities: </li></ul><ul><ul><li>Where should people be located? </li></ul></ul><ul><ul><li>Is any special type of ‘stuff’ needed? </li></ul></ul><ul><li>Product/Service Development & Management: </li></ul><ul><ul><li>How will offerings be developed? Enhanced? Quality assured? Delivered? </li></ul></ul>
    55. 55. Capabilities: Identifies the resources <ul><li>Finances </li></ul><ul><ul><ul><li>What are your revenue sources? </li></ul></ul></ul><ul><ul><ul><li>How much is needed for operating & capital budgets? </li></ul></ul></ul><ul><li>Marketing & communication </li></ul><ul><ul><ul><li>What marketing channels are in place to be leveraged? </li></ul></ul></ul><ul><ul><ul><li>How do you want to be positioned in your targets’ minds? </li></ul></ul></ul>
    56. 56. Gaining buy-in: rules of thumb <ul><li>Do it & document it </li></ul><ul><ul><li>The process forces you: </li></ul></ul><ul><ul><ul><li>to talk with superiors, stakeholders, staff & clients </li></ul></ul></ul><ul><ul><ul><li>test your assumptions </li></ul></ul></ul><ul><ul><ul><li>reflect on your true business drivers </li></ul></ul></ul><ul><ul><ul><li>identify opportunities </li></ul></ul></ul><ul><ul><ul><li>Business planning can’t be done in isolation </li></ul></ul></ul>
    57. 57. Gaining buy-in: rules of thumb <ul><li>Buy-in begins at the beginning </li></ul><ul><ul><li>Involve staff, senior management & clients or potential clients in establishing the context </li></ul></ul><ul><ul><li>Engage all or as much of your whole team as possible in the process </li></ul></ul><ul><ul><li>Write an executive summary last & communicate it first </li></ul></ul><ul><ul><ul><ul><li>Details are important but belong in the appendix </li></ul></ul></ul></ul>
    58. 58. Gaining buy-in: rules of thumb <ul><li>Remember that your strategies & plan will not please everyone </li></ul><ul><ul><li>Walk on water & someone will say that you’ve splashed them </li></ul></ul><ul><li>You can’t over-communicate </li></ul><ul><ul><ul><li>Ask, tell, ask, tell, ask, tell </li></ul></ul></ul><ul><ul><ul><li>Make people feel a part of the process & that they are being listened to & valued </li></ul></ul></ul>
    59. 59. What’s lurking in their minds? <ul><li>“ I just don’t think the dogs will eat the dog food.” </li></ul><ul><li>Your back ground work come up front </li></ul><ul><ul><li>context setting </li></ul></ul><ul><ul><li>primary market research </li></ul></ul><ul><ul><li>where DO you fit in your clients’ range of information solutions? </li></ul></ul><ul><ul><li>what ARE your entry barriers? </li></ul></ul><ul><ul><li>Why SHOULD they support you? </li></ul></ul>
    60. 60. What’s the worst that can happen? <ul><li>Not doing it </li></ul><ul><li>Moss Kanter lists the top 10 barriers for organizations changing to e-business </li></ul><ul><li>Guess what #8 is? </li></ul><ul><li>“ Leaders don’t know how to make choices” </li></ul>
    61. 61. No business plan? <ul><li>No direction </li></ul><ul><li>No decisions </li></ul><ul><li>No steps to follow </li></ul><ul><li>No path </li></ul><ul><li>Just dangerous underbrush that will entangle you, trip you up, slow you down & eventually choke you </li></ul>
    62. 62. Thank you <ul><li>Questions? </li></ul><ul><li>Let us know how you are doing! </li></ul><ul><li>[email_address] </li></ul><ul><li>[email_address] </li></ul>
    63. 63. Our next seminar is on… <ul><li>Date: January 23, 2004 </li></ul><ul><li>Time: 2:00 – 3:30 p.m. ET </li></ul><ul><li>Topic: Building Communities of Practice (COPs) for Knowledge Exchange: Roles for Information Professionals </li></ul><ul><li>Speaker(s): Deb Wallace & Linda Pauloski </li></ul>

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