Strategy Planning and Executing with Future Scenarios<br />Improving decision making and strategic paths to creating the f...
What do we mean by strategy?<br />2<br />
3<br />What do we mean by strategic thinking?<br />Grundy 1994<br />
The traditional strategy process cycle...<br />4<br />“Most companies have an annual cycle of strategic planning reviews.....
Creating a new cycle and approach<br />5<br />How do we transform the traditional approach into conversations and dialogue...
6<br />“The ability to learn faster than your competitors may be your only sustainable competitive advantage.”<br />Arie d...
So what then is the purpose?<br />The tools of conventional strategic analysis are still required<br />– however – <br />t...
What then is the purpose?<br />8<br />“...to provide the context for making real-time decisions and to help deal with all ...
A successful approach will<br /><ul><li>Facilitate in-depth discussion and debate among key decision makers
Create a forum in which decision makers are intensely aware of the key strategic issues – and spend adequate time understa...
Be driven by facts and analysis – not opinions – and based on well researched preparation prior to strategy conversations
Have decision makers fully engaged in the preparation of contextual information
Use separate decision making forums – to avoid overburdening the strategy process with short term budgets and targets
Maximise engagement and participation across the organisation – both top-down and bottoms-up</li></ul>9<br />build “prepar...
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Strategy and future scenarios part 2

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Using future scenarios is a valuable complement to the strategy and strategic thinking process....these two presentations aim to provide a high-level overview of the approach and potential value to be gained.

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Strategy and future scenarios part 2

  1. 1. Strategy Planning and Executing with Future Scenarios<br />Improving decision making and strategic paths to creating the futurePart 2 - A Process Framework<br />1<br />
  2. 2. What do we mean by strategy?<br />2<br />
  3. 3. 3<br />What do we mean by strategic thinking?<br />Grundy 1994<br />
  4. 4. The traditional strategy process cycle...<br />4<br />“Most companies have an annual cycle of strategic planning reviews...”<br />- however -<br />“...strategies are rarely made in conference rooms but are more likely to be cooked up informally and often in real time.”<br />McKinsey Quarterly – Tired of Strategic Planning? Henry Mintzberg : The Rise and Fall of Strategic Planning<br />
  5. 5. Creating a new cycle and approach<br />5<br />How do we transform the traditional approach into conversations and dialogue that prepare senior managers for real-time strategy making<br />
  6. 6. 6<br />“The ability to learn faster than your competitors may be your only sustainable competitive advantage.”<br />Arie de Geus<br />
  7. 7. So what then is the purpose?<br />The tools of conventional strategic analysis are still required<br />– however – <br />they have another purpose<br />7<br />“We do this so that we have prepared minds.”<br />Extracted from “Creating Strategy in an unknowable Universe”. - Eric D. Beinhocker. HBS Working Knowledge series<br />
  8. 8. What then is the purpose?<br />8<br />“...to provide the context for making real-time decisions and to help deal with all the uncertainties they know will come their way...”<br />“...the point is not predicting the future...but a learning exercise to prepare for a future that was inherently uncertain.”<br />This shift in perspective implies a rethinking and redesign of the strategy process and the outcomes it needs to deliver<br />Extracted from “Creating Strategy in an unknowable Universe”. - Eric D. Beinhocker. HBS Working Knowledge series<br />
  9. 9. A successful approach will<br /><ul><li>Facilitate in-depth discussion and debate among key decision makers
  10. 10. Create a forum in which decision makers are intensely aware of the key strategic issues – and spend adequate time understanding them
  11. 11. Be driven by facts and analysis – not opinions – and based on well researched preparation prior to strategy conversations
  12. 12. Have decision makers fully engaged in the preparation of contextual information
  13. 13. Use separate decision making forums – to avoid overburdening the strategy process with short term budgets and targets
  14. 14. Maximise engagement and participation across the organisation – both top-down and bottoms-up</li></ul>9<br />build “prepared minds” - challenge assumptions - increase innovativeness<br />Set the context for the design and delivery of a portfolio of initiatives<br />
  15. 15. 10<br />A Process Framework – High Level<br />Assess Context<br />Make it Work<br />Develop , select and design key strategies and priorities <br />Where do we want to be?<br />What Progress are we making<br />Where are we now?<br />What future possibilities do we face?<br />How do we get there?<br />
  16. 16. A Process Framework – Mid Level<br />Assess Context<br />Develop , select and design key strategies and priorities <br />Make it Work<br />Where do we want to be?<br />What Progress are we making<br />Where are we now?<br />Understand Business Strategies, Goals, Opportunities<br />Macro Analysis<br /><ul><li> Political
  17. 17. Environmental
  18. 18. Economic
  19. 19. Social
  20. 20. Demographic</li></ul>Agree Functional Vision, Mission<br />Identify key Strategic Goals & Issues<br />What future possibilities do we face?<br />Plan Portfolio Delivery<br />Agree key Environmental Issues<br />Micro Analysis<br /><ul><li> Customer
  21. 21. Competitor
  22. 22. Technology
  23. 23. Strategic partners
  24. 24. Markets</li></ul>Develop future scenarios<br />Mobilise and Execute Initiatives<br />Review implications<br />Monitor execution performance <br />Decide on strategies and resource allocations<br />How do we get there?<br />Internal Analysis<br /><ul><li> Landscapes
  25. 25. Portfolios
  26. 26. Strengths
  27. 27. Weaknesses</li></ul>Decide on Portfolio of Initiatives<br />11<br />
  28. 28. 12<br />A Process Framework - Overview<br />Macro Analysis<br />Political - Economic - Social - Technological - Regulatory - Environment<br />Destination Vision and Goals<br />IT Portfolios, Landscapes & Lifecycles, Strengths<br />& Weaknesses<br />Future Scenarios<br />Internal Analysis<br />Blended Business & IS Strategy<br />Strategic<br />Resource Allocations<br />Manage Portfolio Mix<br />Trigger events that indicate how future environment is evolving <br />Develop<br />Approve<br />Deliver<br />Manage Execution and Throughput<br />Customers – Competitors – Markets – Strategic Partners <br />Micro Analysis<br />
  29. 29. 13<br />
  30. 30. 14<br />If you are interested in exploring or applying this further – then contact me : <br />david.a.carson@diageo.com<br />+44 (0)7803855573<br />

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