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Strategy planning in difficult times keynote    capital club bahrain
 

Strategy planning in difficult times keynote capital club bahrain

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Keynote presentation, given to the Executives Capital Club in Bahrain on 2012. Covering the challenges of developing a good company strategy in difficult times.

Keynote presentation, given to the Executives Capital Club in Bahrain on 2012. Covering the challenges of developing a good company strategy in difficult times.

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  • Gibran is the third best-selling poet of all time, behind Shakespeare and Lao-Tzu. Khalil Gibran (January 6, 1883 – April 10, 1931) was a Lebanese-American artist, poet, and writer. Born in the town of Bsharri in modern-day Lebanon. He is chiefly known in the English-speaking world for his 1923 book The Prophet.
  • There are many definitions and methods of strategy planning. We will not discuss them because they might be known to the audience and on top of that they are boring.
  • In good times we do not invest in understanding, acceptance and capabilities, because we do not see strategy planning as a critical business requirement. In good times we sell products and services, even without a plan.
  • In good times we do not invest in understanding, acceptance and capabilities, because we do not see strategy planning as a critical business requirement. In good times we sell products and services, even without a plan.
  • We can utilize consultants, we do not have to care much about the inhouse capacity to plan. We care about the execution of the business. We should even admit that we accept if we are not fully optimized and effective in the execution
  • We explain here the outline of our ppt. We explained that we will not focus on Strategy Planning methods and processes, so we will focus on capabilities to understand, accept the importance of and the capabilities required for Strategy Planning.
  • We lay here the basis for explaining Boxology
  • We lay here the basis for explaining Boxology
  • Create the effect of disbelief in others, than yourself. Later we will talk about other cowboys: the boxologists ;)
  • We try to explain that tools are important, but even more important are our staff.
  • KEY MESSAGE: INVEST IN YOUR PEOPLE. GOOD PLANS ARE PLANS THAT ARE SUPPORTED BY YOUR ORGANIZATION
  • KEY MESSAGE: Invest in developing your management capabilities, to make them better leaders.
  • KEY MESSAGE: Develop in continious learning, as people are your most important asset

Strategy planning in difficult times keynote    capital club bahrain Strategy planning in difficult times keynote capital club bahrain Presentation Transcript

  • Follow us on: Steppingstoneglobal.biz Or on social media: Twitter @fredhaentjens linkedin.com/in/fhaentjensFacebook.com/fredhaentjens
  • Strategy Planning: obvious!When we say “we need to plan our strategy”, weare stating the obvious.But, as the poet Khalil Gibran said wisely: “The obvious is that which is never seen until someone expresses it simply”.
  • Strategy Planning: obvious!
  • Introduction on Strategy PlanningWhat method and process to choose?How to use them?
  • Strategy planning in good timesStrategy Planning is about the Method, the Process and theCapabilities of planning.Many book and articleshave been published onthe methods andprocesses of strategicplanning, and these areavailable for relativelylittle money.
  • Strategy planning in good timesThe challenge of strategy planning is not in acquiring theknowledge, but lays in:1. The understanding of the plan, by them who will need to execute it2. The acceptance of the plan by your stakeholders and shareholders3. The capability to plan for your organization, department or team
  • Strategy planning in good timesIn booming times, we have money and time to spend on consultants who have:1. The capability to plan ourselves2. The Change models to help the organization to accept eventual changes3. The programs to train people in understanding the business and it’s dynamics
  • Strategy Planning in bad timesIn bad times we can still acquire books and articles onStrategy Planning, but we notice that we have also to makeour company more lean, more cost effective and morecompetitive.And we haveto start usingour owninternalresources toplan andexecute ourstrategy.
  • Strategy Planning in bad timesIn difficult times we have towork with what we have, evenmore customer focused andstart thinking of developingourselves. We develop our owncapability to:1. Plan customer centric strategies in organization,department and team objectives2.To ensure that the organization and the individualsaccepts the plan and eventual changes3.Help the staff to understand the business dynamics andit’s planning, and coach the implementation of the plan
  • Good versus Bad planningMost organizations start un-organizedfrom the beginning. Many studies haveshown that in the first cycle of ancompany’s life, we plan and structurelittle. The organization is the sum of thepeople who make it grow. But After some time we enter a second cycle of our corporate life and we need to structure. The first thing we do is… develop and organization Chart.
  • Good versus Bad planningWhen making a strategy plan, we have two options:3.We start from the Vision and Mission4.We start from the Organization ChartThe logic and theory tell us that we should start from the:Vision & MissionReality is… 85% of the organizations start planning from theOrganization Chart.But why?
  • Good versus Bad planningWhy do 85% of the organizationsstart planning from theOrganization Chart, and not theVision/Mission? Most frequent reasons: - The vision and mission are not reflecting the strategy of the company. It is merely a branding and marketing tool - Strategy planning is time consuming. Therefore management asks the departments and mid-management to start planning first, but that never happens - The Organization Chart is in many cases a visual map of current organization capacity. Building a strategy based on current capacities does not require any change.
  • Good versus Bad planning So, strategy planning can be based on the: •Vision and Mission, is a risky game. The end result might lead to organization change! •Organization Chart, is a safe game. The end result is that we adapt our strategy to the current capacities.RISK: planning your strategybased on the Organizationcapacities might result in notbeing compliant with themarket and businessrequirements!
  • Bad planning, who we trust…In who you trust, when you plan your strategy?In these guys…
  • What we learn from bad planners?Each field of business has it’s own cowboys.Organization planners who plan as per their organizationstructure, are called… BOXOLOGISTS
  • What we learn from bad planners?What Boxologists do:-The plan per department, as per the departmentneeds and capacities.-The department and its staff has limitedunderstanding of the strategy and no capability to setobjectives/goals for themselves- The plans are not deviating from the expectations ofmid management, and therefore there is lowresistance and limited impact on the “way we dothings here”.-The Planner ensures that the Organization Chart staysintact and the processes do not need to be changed.- The sum of all departmental plans will be the basisfor the strategy plan
  • What we learn from bad planners?The problem with boxology is that, when we arecascading up the department plans to the corporatelevel, we find a strategy plan that is not aligned with theVision and Mission of the organization.
  • What we learn from bad planners?What do we do when a Strategy is not aligned with ourVision? In that case we have to 2 options again:1. Change the Identity of the organization, it’s Vision and Mission, to match it with the Strategy Plan. Not advised!2. Change the Strategy Plan to the Vision and Mission, and cascade again down.
  • What we learn from bad planners?Option 2, to adapt the Strategy Plan tothe Vision and Mission, and cascade thisdown to the organization, is the bestoption of course.But boxologist do more harm thanwe think…
  • What we learn from bad planners?What Boxologist do wrong, and we should stop doing:First of all, they cascade up the plans of the departments.We notice a waste of time of our staff and management,and therefore money from the company.Additionally they manage the expectations wrongly fromthe beginning. Once we cascaded up the plans, we willhave to cascade down again the changes. This leads toresistance for change, loss of time and finally money.
  • What we learn from bad planners?Our lessons learned:• If we want a strategy plan, aligned with the Vision and Mission of ourorganization, we need to adopt a top-down approach• We need to develop the inhouse capacity of our mid and seniormanagement, to understand and help plan the strategy, and not useboxologists.•Our mid and senior management needs to coach it’s staff inunderstanding, accepting and taking ownership. Each individual willcontribute by his objective settings to the planned strategyEspecially in bad times we have no time and sure nomoney to waste our time with boxologists! We betterdevelop management capacity to plan and executeourselves.
  • Less spending, better plansSure, we all need methodologies, theory and processes.And we sure can benefit from strategy consultants andwise guys in the field of planning.But how many times did we buy tools we don’t use?
  • Better plans, less time, less spendingPEOPLE - Better plansIn difficult times we need to ensure that our strategyplan is aligned with our Vision and Mission.A good strategy plan might lead us to define smallorganization change requirement, to ensure a moreeffective execution of the plan.By cascading top-down the strategy planning process,we will built a better understanding for the plan and it’seventual changes. Better understanding, leads to higheracceptance!
  • Better plans, less time, less spendingPEOPLE - Better plans
  • Better plans, less time, less spendingLEAD - Less time means top-downIn difficult times we need to ensure that we do notspend not more valuable time on strategy plan, than isneeded. A top-down approach is the best approach.Additionally, we better invest time to developmanagement capabilities in strategy planning, objectivesetting and performance coaching, to safe time later.A top-down approach will increase acceptance. We willnot loose time in mitigating change resistance.
  • Better plans, less time, less spendingLEAD - Less time means top-down
  • Better plans, less time, less spendingLEARN - Less spendingGood Strategy planning and development of inhousecapabilities will make us safe money.Less spending in:- Strategy Consultants or boxologists- Overhead costs, due to a less leanorganization- Non-productive staff, spending time in non-effective plan review meetings.
  • Better plans, less time, less spendingLEARN - Less spending
  • Better plans, less time, less spendingAnd the most important… in difficult times!Keep smiling
  • SteppingStone RecommendationsSteppingstone Global recommends to focus in developinginhouse capabilities to:-Plan strategy and objectives,on senior and mid management- Planning of Change andmitigation of resistance by staff- Coaching, evaluation andreporting of performance Lead – People - Learn