New strat thinking at pg
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  • Strategic Management processes, discipline, and culture to carry out the strategic plans , achieving the business models of the future, while performing current operations. <br />
  • Strategic Management processes, discipline, and culture to carry out the strategic plans , achieving the business models of the future, while performing current operations. <br />

New strat thinking at pg Presentation Transcript

  • 1. Prepare and Presented by REY HALILI Copyright RGHalili 2012
  • 2. THINKING IN TIME • Strategy is not solely driven by the future, but by the gap between the current reality and the intent for the future. • Gap analysis: • By connecting the past with the present and linking this to the future, strategic thinking is always “thinking in time”
  • 3. STRATEGIC THINKING CYCLE Desired Future Current Reality Strategic Planning: Creating Alignment StrategicThinking: Disrupting Alignment
  • 4. Strategic Thinking Cycle Elements of the Cycle Strategic Management •Planning •Implementation Strategic Thinking: Thought Processes Strategic Planning •Recreating the future
  • 5. Philosophies of excellent organizations Include the following basic beliefs: 1. Belief in being the best 2. Belief in the importance of the details of execution 3. Belief in the importance of people as individuals 4. Belief in superior quality and service 5. Belief that most members of the organization should be innovators, and its corollary, the willingness to support failure 6. Belief in the importance of informality to enhance communication. 7. Belief in and recognition of the importance of growth and success
  • 6. STRATEGIC THINKING CYCLE • 1) Organization. The organization of your (new) business involves the (a) people, (b) the organizational structure, and the (c) resources necessary to make it all work.  What will your organization look like?  What type of structure will support your vision?  How will you combine people, resources, and structure together to achieve your ideal outcome?
  • 7. STRATEGIC INTENT • Strategic Intent provides the focus that allows individuals within an organization to marshal and leverage their energy: • to focus attention, • to concentrate for as long as it takes to achieve a goal.
  • 8. Strategic Intent • The real question is not what does the future we are trying to create look like, rather it is: Having seen the future that we want to create: a) what must we keep from that past,a) what must we keep from that past, b) lose from the past, andb) lose from the past, and c) create in our present, to get there.”c) create in our present, to get there.”
  • 9. STRATEGIC THINKING CYCLE • Process Considerations in The STC • Processes are needed to ensure that strategies are: 1.Aligned, 2.Goal-Oriented, 3.Fact-based, 4.Based on Broad thinking, 5. Focused, 6.Agreed upon, 7.Engaging, 8.Adaptable, 9.Implementable
  • 10. STRATEGIC THINKING CYCLE • Aligned: A company’s/organization’s strategies must fit with its: (a) mission, (b) vision, (c) competitive situation and (d) operating strengths. • Goal-oriented: Strategies are the means by which a company sets out to achieve its goals. Effective strategies, then, a) set clear expected outcomes and b) make explicit links between these outcomes and the company’s goals.
  • 11. STRATEGIC THINKING CYCLE • Fact-based: The best strategies are based on and supported by real data. While strategic thinking by its very nature requires assumptions about the future, these assumptions must be educated guesses, and based on facts
  • 12. STRATEGIC THINKING CYCLE • Focused: No company/organization can do everything or be all things to all people. Strategy setting involves making choices about what a company will do and—as important—what it will not do. Strategies provide clear guidance aboutStrategies provide clear guidance about how ahow a company’s activities will be prioritizedcompany’s activities will be prioritized, and, and how its limited resources will be deployedhow its limited resources will be deployed..
  • 13. STRATEGIC THINKING CYCLE • Implementable: Because effective strategies draw on the particular strengths and skills of an organization, they include explicit considerations of how they will be implemented. • Implementable strategies provide clear guidance for decision making in order to shape behavior throughout the company.
  • 14. STRATEGIC THINKING CYCLE Adaptable: Strategies need to be able to be adjusted to build on learning from  experimentation,  errors and  new information.
  • 15. STRATEGIC THINKING CYCLE Observation. Strategic thinking allows you to see things from "higher up." By increasing your powers of observation, 1.you will begin to become more aware of: what motivates people, 2.how to solve problems more effectively, and, 3. how to distinguish between alternatives
  • 16. STRATEGIC THINKING CYCLE • Views. Views are simply different ways of thinking about something. In strategic thinking, there are four viewpoints to take into consideration when forming your business strategy:  the environmental view;  the marketplace view;  the project view;  the measurement view.
  • 17. STRATEGIC THINKING CYCLE • Driving Forces. What are the driving forces that will make your ideal outcome a reality? • What is your company's vision and mission? • Driving forces usually lay the foundation for what you want people to focus on in your business (i.e., what you will use to motivate others to perform). ▫ Examples:
  • 18. ST:Driving Forces Examples of driving forces might include:  individual and organizational incentives;  empowerment and alignment;  qualitative factors such as a defined vision, values, and goals;  productive factors like a mission or function;  quantitative factors such as results or experience;  and others such as commitment, coherent action, effectiveness, productivity, and value.
  • 19. STRATEGIC THINKING CYCLE Ideal Position. After working through the first four phases of the strategic thinking process, you should be able to define your ideal position. Your ideal position outline should include:  the conditions you have found to be necessary if your business is to be productive;  the niche in the marketplace that your business will fill;  any opportunities that may exist either currently or in the future for your business;  the core competencies or skills required in your business; and  the strategies and tactics you will use to pull it all together.
  • 20. STRATEGIC ELEMENTS CYCLE ACT
  • 21. STRATEGIC ELEMENTS CYCLE
  • 22. STRATEGIC PLANNING MODEL
  • 23. Organizational Philosophy Organizational philosophy establishes the values, beliefs, and guidelines for the manner in which the organization is going to conduct its business. It establishes the relationship between the organization and its stakeholders: employees, customers, sharehold­ers, suppliers, government, and the public at large.
  • 24. STRATEGIC MANAGEMENT • Strategic management is concerned with making decisions about an organization's future direction and implementing those decisions. • Strategic Management can be broken down into two phases: ▫ 1)strategic planning and ▫ 2) strategic implementation.
  • 25. Establishing Strategic Vision • Strategic Vision encompasses an active management process which includes: 1. An Obsession for Success. 2. Focusing the Organization on winning. 3. Encouraging Innovation and Change. 4. Lengthening Executive attention Span. 5. Improving and developing outreach. 6. Motivating Employees to accomplish Goals and Objectives 7. Having a Long­Range Picture of Business Opportunities.
  • 26. STRATEGIC PLANNING Strategic Planning is devising plans which insure the future well being of the organization by developing strategies which will “protect or capture” the four basic elements of its business, which are its:  Products/Services,  Customer Groups,  Market Segments, and  Geographic/Areas Markets.
  • 27. STRATEGIC PLANNING Strategic planning is concerned with making decisions with regard to: 1. Defining the organization's philosophy and mission 2. Establishing long- and short-range objectives to achieve the organization's mission 3. Selecting the strategy that is to be used in achieving the organization's objectives
  • 28. STRATEGIC PLANNING How is your Strategic Planning process different from others? 1.It evolves from an orderly strategic thinking process providing a solid foundation of facts 2.It is based on the driving force of our organization, often overlooked in other systems 3.It is much more effective because it is created by the management team and is consensus driven
  • 29. STRATEGIC PLANNING How will Strategic Planning affect our Image, Marketing and Success? 1. It will help shape the correct image by identifying the values and beliefs of the organization 2. We will gain valuable insight into how to best market our business and ministry based on solid information 3. It will insure all the departments will be “rowing the boat” in the same direction
  • 30. STRATEGY IMPLEMENTATION Strategy implementation is concerned with making decisions with regard to: 1.Developing an organizational structure to achieve the strategy 2.Ensuring that the activities are effectively performed so to achieve the strategy 3. Monitoring the effectiveness of the strategy in achieving the organization's objective
  • 31. STRATEGIC VISIONING • A vision of success, if it is to provide suitable guidance and motivation, it should include:  Mission  Basic philosophy and core values  Goals, if they are established  Basic strategies  Performance criteria  Important decision rules  Ethical standards expected of all employees
  • 32. Strategic visioning The vision should emphasize:  Purpose  Behavior  Performance criteria,  Decision rules, and  Standards that are public serving rather than self-serving.  The guidance offered should be specific and reasonable.
  • 33. Strategic Visioning a) The vision should be short, and inspiring. b) The vision should be widely circulated among organizational members and other key stake- holders c) The vision should be used to inform major and minor organizational decisions and actions. d) Preparing the vision is a waste of time if it has no behavioral effect.
  • 34. VISION & MISSION • Mission outlines organization purposes, while • Vision goes on to describe how the organization should look when it is working well.
  • 35. MISSION Eight (8) Questions for determining the Mission Statement 1. What activities should we be in? 2. Why do we exist? 3. What is unique or distinctive about this organization? 4. Who are the principal recipients of our services?
  • 36. MISSION 5 What are the principal means of rendering our services? 6 What are our principal services - present and future? 7 What is different about our organization today from what it was three to five years ago? 8 What is likely to be different about our organization three to five years in the future?
  • 37. STRATEGIC VISIONING • "If you want to move people, it has to be"If you want to move people, it has to be toward a vision that's positive for them, thattoward a vision that's positive for them, that taps important values that gets themtaps important values that gets them something they desire, and it has to besomething they desire, and it has to be presented in a compelling way that they feelpresented in a compelling way that they feel inspired to follow. " –inspired to follow. " – Martin Luther King Jr.
  • 38. NEW CHALLENGING PERSPECTIVE AT PG 1. Direction, discovery and destiny-these are the attributes of strategic intent 2. Strategic Intent implies a point of view about the long-term market/environment or competitive position 3. Consider that failure in business goals and objectives may be failure in ministry. 4. Options to accept business decision as a priority at this time of scarce resources 5. Rebuild corporate muscles in the next two to FIVE years.
  • 39. Organizational Challenge – Implementation and Operational Capability 1. Tight Cash flow 2. Customer, Cost, and Competition strategy 3. Corporate structures: Business vs ministry decisions seeming conflicts from time to time 4. New insights fail to get put into practice because they will conflict with deeply held internal images, structure and processes and current capacity of people and how the organization works. 5. Images that limit us to familiar ways of thinking and acting