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Wisdom for Strategic ThinkingStrategic Briefing
Customer RelationshipStrategiesCustomer “Sensing”ProcessesStrategic Customer ManagementVision, Business Plan and Key Busin...
The Relationship Strategy DevelopmentProcess (B2C or B2B)IdentifyCRM
Innovation/New Opportunity MatrixExisting NewNewMarkets/Segments/SectorsExistingExtensionProducts/ServicesAgility: Capabil...
Strategic AlignmentVisionCSFs*C1 C2 C3 C5D1 D2 D3 D1 D2 D3D4D3D2D1C4D1PeopleCustomerProcessFinancialNewRewardsMatrix* Crit...
The Key Strategic ConceptsKey BusinessFactorsVisionKey Business ObjectivesStrategies & Alignment18 Month rolling/3YrHorizo...
The Strategic Management SystemFor InnovationConductingInnovationActivityAssessing theImpact ofInnovation ActivityPlanning...
Competing for the FutureThe Strategic ImperativesBalancedScorecardOfPerformanceRENEWALAGILITY,MARKETCOMPETITIVENESS& SUSTA...
Lack of visionand visionalignmentToo much focuson thenumbersNot closeenough tothe businessLack of FocusLack of accountabil...
Drivers:LeadershipPolicy and StrategyCapabilities:PeoplePartnerships andResourcesProcessesKeyPerformanceResultsandMarketOu...
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The strategic concepts to take your organisation to the next level

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After 40 years of working with over 150 organisations covering every sector and industry in more than 30 countries, I bring to you the most critical strategic concepts you NEED to know and USE to take your organisation to the next level of performance. If you are llooking for enlightenment and a compelling reason to start acting now, look atr these concepts - no theory - all evolving from practise - the wisdom of what works and what doesn't

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Transcript of "The strategic concepts to take your organisation to the next level"

  1. 1. Wisdom for Strategic ThinkingStrategic Briefing
  2. 2. Customer RelationshipStrategiesCustomer “Sensing”ProcessesStrategic Customer ManagementVision, Business Plan and Key Business ObjectivesCRMCustomersCustomerExperience• Sales•Delivery•Service•OthersFeedback
  3. 3. The Relationship Strategy DevelopmentProcess (B2C or B2B)IdentifyCRM
  4. 4. Innovation/New Opportunity MatrixExisting NewNewMarkets/Segments/SectorsExistingExtensionProducts/ServicesAgility: Capability to identify, assess and act on market opportunities betterand faster than competitionSetting Priorities: market attractiveness – potential size of market – number of existingand “target” customers who have an interest and the potential profitabilityExistingExtensionNewYourOrgtoday
  5. 5. Strategic AlignmentVisionCSFs*C1 C2 C3 C5D1 D2 D3 D1 D2 D3D4D3D2D1C4D1PeopleCustomerProcessFinancialNewRewardsMatrix* Critical Success FactorsDrivers
  6. 6. The Key Strategic ConceptsKey BusinessFactorsVisionKey Business ObjectivesStrategies & Alignment18 Month rolling/3YrHorizonCoreCompetenciesCritical SuccessFactorsCompetitivePerspectiveBalanced ScorecardStakeholdersMissionNew RewardsMatrixCore PurposeOrganisationalCompetenciesValues
  7. 7. The Strategic Management SystemFor InnovationConductingInnovationActivityAssessing theImpact ofInnovation ActivityPlanning &Managing forInnovationLearningandRefinementDrivingCompetitiveness• AddingValue•Accelerating businessImprovement• Building Market Share•Increasing profitabilityLeadership Innovation Awareness /Education & TrainingHR Plan & Desired CompetenciesVision, Business Plan, Key Business Objectives and Values*“Competitiveness Strategy”PlanDoCheck (measure)Act (improve)•I To reach full potential, innovation should be an organisational value. Innovation must be woven into the fabric of theculture. It must be seen as a Critical Success Factor and performance evaluation/reward must be an integral part
  8. 8. Competing for the FutureThe Strategic ImperativesBalancedScorecardOfPerformanceRENEWALAGILITY,MARKETCOMPETITIVENESS& SUSTAINABILITYSTAKEHOLDERRELATIONSHIPSStrategic Alignment“Vision”Review and PrioritiseAction PlanningImprovementImpactORGANISATIONALCAPABILITYValueCreation &DeliveryCultureNew RewardsMatrixInternalExternal
  9. 9. Lack of visionand visionalignmentToo much focuson thenumbersNot closeenough tothe businessLack of FocusLack of accountabilityand disciplineSeniorManagementasinappropriaterole modelsNo constancy ofpurposeThe “7Deadly Sins ofManagement”
  10. 10. Drivers:LeadershipPolicy and StrategyCapabilities:PeoplePartnerships andResourcesProcessesKeyPerformanceResultsandMarketOutcomesAchieve EnhancedCompetitivenessInformation & AnalysisThe Business Excellence Framework:What Leaders Must DoContinuous Fact-Based Improvement, Innovation & LearningCreate theVisionBuildOrganisationalCapabilityFundamental Concepts of Excellence
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