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Planning & the Art of Business Development

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A presentation I gave to the students at Miami Ad School in San Francisco.

A presentation I gave to the students at Miami Ad School in San Francisco.

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  • 1. MIAMI AD SCHOOL SF - ACCOUNT PLANNING BOOTCAMP PLANNING & THE ART OF ! BUSINESS DEVELOPMENT Matthew Milan, Principal & CEO
  • 2. mmilan
  • 3. THREE TOPICS LANDSCAPE ROLE OPPORTUNITY
  • 4. LANDSCAPE 1
  • 5. THE UGLY TRUTH ABOUT NEW BUSINESS 1
  • 6. N EW M O ST S SS W IN BU SI NE T O T HING V E NO IN G HA P LA NN W I TH DO
  • 7. THIS DOESN’T MEAN THAT YOU HAVE TO ACCEPT IT.
  • 8. THREE SCALES BIG CLIENTS SMALL CLIENTS UNCLIENTS
  • 9. BIG CLIENTS = BIG PITCHES
  • 10. SMALL CLIENTS = SMALL PITCHES
  • 11. UNCLIENTS = NO PITCHES
  • 12. FOR EACH SCALE, THERE IS A ROLE FOR PLANNING! BRIEF! BRIEFING! SOLVING!
  • 13. IN ANY NEW BUSINESS OPPORTUNITY, ASK YOURSELF! “HOW CLOSE DO I NEED TO GET TO THE SOLUTION?”!
  • 14. BIG = TELESCOPE
  • 15. SMALL = MICROSCOPE
  • 16. UNCLIENTS = STETHOSCOPE
  • 17. WHY DO WE CARE ABOUT UNCLIENTS?
  • 18. SE IN B EC AU F R LD O HE W O T IN G & VE RT IS Y AD NG ,T HE AR KE TI M NN IN G EW I
  • 19. THE VALUE OF PLANNING IS IN UNDERSTANDING HOW TO WIN
  • 20. ROLE 2
  • 21. NOBODY CARES ABOUT YOU OR YOUR LITTLE STRATEGY 2
  • 22. THE ROLE OF PLANNING ! IN NEW BUSINESS
  • 23. USE OF PLANNING ! CAPABILITY VARIES WIDELY, ! EVEN WITHIN ORGANIZATIONS
  • 24. THE ROLE OF STRATEGY! IN NEW BUSINESS
  • 25. IN REALITY MOST OF WHAT IS PASSED OFF AS “STRATEGY” IS REALLY JUST A BIG IDEA WITH SOME TACTICS
  • 26. TRADITIONAL! COMPETITIVE STRATEGY! MODERN! POST COMPETITIVE STRATEGY! PLATFORM STRATEGY! POSTMODERN! OPEN STRATEGY! UNFINISHED STRATEGY!
  • 27. REGARDLESS OF THE STRATEGIC MODEL YOU APPLY, MAKE SURE YOU UNDERSTAND HOW IT FRAMES OPPORTUNITY AND ADVANTAGE FOR THE CLIENT
  • 28. TEAM LEADERSHIP
  • 29. REAL INSIGHT
  • 30. TRUE STRATEGY
  • 31. NO BRIEF
  • 32. ALWAYS BE BRIEFING
  • 33. DON’T DICTATE, BUT COLLABORATE
  • 34. BE THE GLUE, NOT THE GURU
  • 35. OPPORTUNITY 3
  • 36. A TRULY POSTMODERN APPROACH TO NEW BUSINESS 3
  • 37. PLANNING 2.0! HACKING THE ROLE!
  • 38. PLANNING 1.O IS ROLE BASED
  • 39. PLANNING 2.0 IS CAPABILITY BASED
  • 40. FOR NEW BUSINESS ACTIVITIES, THIS MEANS BEING ADAPTABLE.! PUTTING AS MUCH OF YOUR CAPABILITY AS POSSIBLE TO THE EDGES OF THE TEAM.
  • 41. THIS MEANS BEING ABLE TO CHANGE YOUR ROLE AND POINTS OF INPUT TO BEST INFORM THE PROCESS
  • 42. PARKOUR IS NOT ABOUT RUNNING & CLIMBING.! PARKOUR IS ABOUT NAVIGATING UNCERTAINTY IN REAL TIME.
  • 43. IN CONTEMPORARY NEW BUSINESS ACTIVITIES, UNCERTAINTY RULES…! AND RULES TEAMS.
  • 44. THE OPPORTUNITY IS TO PROVIDE STABILITY AND INSIGHT AT THE SAME TIME
  • 45. INCREASINGLY, SUCCESS IN TEAM-BASED NEW BUSINESS WORK IS ABOUT BEING A GOOD FACILITATOR
  • 46. THE VALUE AND LEADERSHIP YOU PROVIDE IS ALWAYS THAT OF A TRUSTED ADVISOR, BUT THE WAY YOU SHOW THAT WILL VARY
  • 47. TRUST = ! OWNERSHIP & ACCOUNTABILITY
  • 48. TRUST !=! THROWING A BRIEF OVER THE WALL
  • 49. TRUST = ! SHARING RISK
  • 50. SELL CAPABILITY! NOT ANSWERS
  • 51. ASSUME STRATEGY & ! DIRECTION WILL CHANGE
  • 52. EXPAND YOUR ROLE IN THE PROCESS BY LEADING WITH INSIGHT
  • 53. BRIEF WHEN NECESSARY,! BUT ALWAYS BE BRIEFING

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