How to 'Strategy': Business Training

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What is Strategy? Making proper decisions. A logical process that ensures you’ve made the best decision given the information available.

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How to 'Strategy': Business Training

  1. 1. How to ‘Strategy’ Ringier China May 2010
  2. 2. <ul><li>After this presentation you will not ‘know’ strategy. Strategy is an art, it takes time, practice, refinement, development. Most of strategy can be taught, but there still requires some kind of innate ‘sense’. Your brain is a muscle. Strategy is like golf for the brain. In golf you learn the basics, but it takes time, patience, practice and studying technique before your body can swing, without thinking, to hit the ball with precision and strength for a clean, far and straight shot. Strategy is like golf for the brain. </li></ul>Here are the basics.
  3. 3. What is Strategy? <ul><li>A logical process that ensures you’ve made the best decision given the information available. </li></ul>Making proper decisions.
  4. 4. Start with the end in mind. <ul><li>What does your group want to be? </li></ul><ul><li>Research -- Analyze -- Insights -- Vision </li></ul>
  5. 5. Research <ul><li>What are current experts talking about? </li></ul><ul><li>What do my customers want? </li></ul><ul><li>What do my users want? </li></ul><ul><li>What do my staff want? </li></ul><ul><li>What is my competition doing? </li></ul><ul><li>Where is this industry going? </li></ul><ul><li>What is effecting my industry? </li></ul><ul><li>What is effecting my organization? Team? Me? </li></ul>
  6. 6. Analysis <ul><li>Why are current experts talking about this? </li></ul><ul><li>Why do my customers want this? </li></ul><ul><li>Why do my users want this? </li></ul><ul><li>Why do my staff want this? </li></ul><ul><li>Why is my competition doing this? </li></ul><ul><li>Why is this industry going there? </li></ul><ul><li>Why is this effecting my industry? </li></ul><ul><li>Why is this effecting my organization? Team? Me? </li></ul>
  7. 7. Insights <ul><li>Does this apply to me? </li></ul><ul><li>Does this matter? </li></ul><ul><li>Why does this apply? </li></ul><ul><li>What does this mean about me? </li></ul>
  8. 8. Vision <ul><li>You now know: </li></ul><ul><li>a) What is going on </li></ul><ul><li>b) Why its important to you </li></ul><ul><li>c) Knowing what you should be now is easy. </li></ul><ul><li>Now create a vision for you and your staff. </li></ul><ul><li>In words, pictures, charts, stories, etc. </li></ul>
  9. 9. Tactical Business Strategy
  10. 10. 1/6 <ul><li>What does your organization/brand/business want to be? </li></ul>
  11. 11. 2/6 <ul><li>What is the situation? </li></ul><ul><li>What is the opportunity? </li></ul>
  12. 12. 3/6 <ul><li>Why this direction? </li></ul><ul><li>What’s the point? </li></ul>
  13. 13. 4/6 <ul><li>Why is this action important for your organization/brand/business Now ? </li></ul><ul><li>Compare with your other existing initiatives </li></ul>
  14. 14. 5/6 <ul><li>How will you achieve this action? </li></ul><ul><li>Time frame </li></ul><ul><li>Resource: people, money, materials </li></ul><ul><li>Which tool/channels? </li></ul><ul><li>**If you find a problem, is it solvable? Or is the cost not worth achieving the action? </li></ul>
  15. 15. 6/6 <ul><li>What is the expected result? </li></ul><ul><li>How do you measure to prove you’ve reached your goal? </li></ul><ul><li>(6) should match the answer to (1)! </li></ul>
  16. 16. A sustainable strategy. <ul><li>Lifestyle habit of acquiring info </li></ul><ul><li>+ </li></ul><ul><li>Foundation of critical questioning </li></ul><ul><li>= </li></ul><ul><li>Databank of info, analysis & insight </li></ul><ul><li>… at your fingertips to help you develop strategy, and refine vision. </li></ul>
  17. 17. Resources <ul><li>*Marketing Kit 101 </li></ul><ul><li>Competitive Strategy by Michael Porter </li></ul><ul><li>The Practice of Management by Peter Drucker </li></ul><ul><li>The Innovator’s Dilemma by Clayton M. Christensen </li></ul><ul><li>Built to Last by Jim Collins & Jerry Porras </li></ul><ul><li>Good to Great by Jim Collins </li></ul><ul><li>In Search of Excellence by Thomas J. Peters and Robert H. Waterman, Jr. </li></ul><ul><li>Competing for the Future by Gary Hamel & C.K. Prahalad </li></ul><ul><li>Strategy and Structure: Chapters in the History of the Industrial Enterprise by Alfred Chandler </li></ul><ul><li>The Fifth Discipline: The Art & Practice of the Learning Organization by Peter Senge </li></ul><ul><li>The Wisdom of the Crowds by James Suroweiki </li></ul><ul><li>The World is Flat by Thomas Friedman </li></ul><ul><li>The Tipping Point by Malcolm Gladwell </li></ul><ul><li>Only the Paranoid Survive by Andrew S. Grove </li></ul><ul><li>The Art of Innovation by Tom Kelley with Jonathan Littman </li></ul><ul><li>The Rise of the Creative Class by Richard Florida </li></ul>

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