Responding to Crisis:Planning and Execution as Competitive Advantage<br />16 August, 2011<br />
Agenda<br />Introductions<br />Marketplace Study Overview<br />Market Insights<br />Implications<br />Solution Set<br />Di...
Marketplace study overview<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
Original Study Purpose<br />Determine perceived impact of debt limit debate on general business sentiment<br />Ascertain f...
Something Interesting Happened<br />S&P downgrade<br />Stock market crash<br />Market recovery<br />A large amount of bad ...
A Lot of Data Floating About<br />Bad News<br />Housing starts down<br />Consumer sentiment weak<br />Employment gains hav...
Two Narratives Being Told<br />“My business looks fairly solid”<br />Fact driven personal narrative<br />Order books holdi...
Market Insights<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
Survey Set<br />Reached out to thousands of C-level decision makers<br />Responses from 115<br />Broken into two distinct ...
Direct Comparison<br />Pre S&P Downgrade<br />Revenues:<br />78% expect revenue growth<br />4% expect revenue decline<br /...
Direct Comparison (cont’)<br />Pre S&P Downgrade<br />Continuous Improvement<br />66% expect increased CI<br />4% expect d...
Implications<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
Significant Ambiguity<br />Will the economy fall into recession?<br />What happens to commodities?<br />Will the consumer ...
Traditional Business Planning Insufficient<br />Chart a single course of action<br />Heavy on outcomes, weak on tactics fo...
Solution: Action Based Planning<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
Expectation: Managed Ambiguity<br />Multiple higher-likelihood scenarios<br />Timeline and action driven<br />Heavy focus ...
A Well Managed Business<br />Goals<br />Direction<br />Feedback<br />Objectives<br />Objectives<br />Objectives<br />Actio...
Elements, In Triplicate Please<br />Clearly defined future state<br />Small number of achievable objectives<br />Understan...
Plan the Work, then Work the Plan<br />Review weekly<br />Sales activity<br />General assumptions<br />KPI<br />Review mon...
Harness Your Team<br />Small group of leaders who can get things done<br />Define a game plan, playbook for each scenario<...
In Review<br />C-suite sentiment has softened somewhat<br />Ambiguity has increased dramatically<br />Traditional planning...
Discussion<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
Need Support?Contact us:Phone: 616.635.2920Email: Andrew@SimplicityPartners.com<br />Responding to Crisis: Planning and Ex...
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Responding To Crisis: Planning as Competitive Advantage!

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In the aftermath of the debt ceiling debate S&amp;P downgrade, the C-Suite has to deal with increased complexity and ambiguity. This webinar delivered basic research and feedback from C-level execs, and offers guidance on utilizing action focused planning to increase competitiveness.

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Responding To Crisis: Planning as Competitive Advantage!

  1. 1. Responding to Crisis:Planning and Execution as Competitive Advantage<br />16 August, 2011<br />
  2. 2. Agenda<br />Introductions<br />Marketplace Study Overview<br />Market Insights<br />Implications<br />Solution Set<br />Discussion<br />
  3. 3. Marketplace study overview<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
  4. 4. Original Study Purpose<br />Determine perceived impact of debt limit debate on general business sentiment<br />Ascertain forward looking expectations of:<br />Revenue trends<br />Hiring plans<br />Fixed asset investment<br />Continuous improvement projects<br />
  5. 5. Something Interesting Happened<br />S&P downgrade<br />Stock market crash<br />Market recovery<br />A large amount of bad economic news all at once<br />
  6. 6. A Lot of Data Floating About<br />Bad News<br />Housing starts down<br />Consumer sentiment weak<br />Employment gains have been far too slow <br />Import costs up<br />S&P Downgrade<br />Fears of a double dip<br />Good News<br />Shift to multi-family units <br />Consumer spending up<br />Weaker dollar helps export &domestic consumption<br />Energy costs down<br />Lower interest rates<br />Industrial production spiked<br />
  7. 7. Two Narratives Being Told<br />“My business looks fairly solid”<br />Fact driven personal narrative<br />Order books holding strong into 4th quarter<br />Cautious optimism about the future<br />“The economy is faltering”<br />Opinion driven global narrative<br />Fear about “them” making a mess of things<br />Waiting for the shoe to fall<br />
  8. 8. Market Insights<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
  9. 9. Survey Set<br />Reached out to thousands of C-level decision makers<br />Responses from 115<br />Broken into two distinct groups:<br />Pre August 8th<br />August 9th and later<br />
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  14. 14.
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  17. 17. Direct Comparison<br />Pre S&P Downgrade<br />Revenues:<br />78% expect revenue growth<br />4% expect revenue decline<br />Hiring:<br />51% expect hiring growth<br />0% expect hiring decline<br />Fixed Asset Investment:<br />56% expect CapEx growth<br />14% expect CapEx decline <br />Post S&P Downgrade<br />Revenues:<br />52% expect revenue growth<br />22% expect revenue decline<br />Hiring:<br />42% expect hiring growth<br />17% expect hiring decline<br />Fixed Asset Investment:<br />49% expect CapEx growth<br />15% expect CapEx decline<br />
  18. 18. Direct Comparison (cont’)<br />Pre S&P Downgrade<br />Continuous Improvement<br />66% expect increased CI<br />4% expect decreased CI<br />Worries<br />Post S&P Downgrade<br />Continuous Improvement<br />61% expect increased CI<br />6% expect decreased CI<br />Worries<br />
  19. 19.
  20. 20. Implications<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
  21. 21. Significant Ambiguity<br />Will the economy fall into recession?<br />What happens to commodities?<br />Will the consumer stop spending?<br />Are industrial production numbers a mirage?<br />What about automotive?<br />Where will construction go?<br />Will we have jobs?<br />What about the debt reduction plan?<br />What happens if Europe collapses?<br />Will a slowing China ruin everything?<br />Will energy prices skyrocket?<br />What happens if stagflation returns?<br />
  22. 22. Traditional Business Planning Insufficient<br />Chart a single course of action<br />Heavy on outcomes, weak on tactics for implementation<br />Three to five year goals<br />Assume too little<br />Unresponsive to changes in market realities<br />
  23. 23. Solution: Action Based Planning<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
  24. 24. Expectation: Managed Ambiguity<br />Multiple higher-likelihood scenarios<br />Timeline and action driven<br />Heavy focus on next 90 days<br />Well defined future state<br />Clearly outlined assumptions <br />Short term focus on revenue, internal obstacles<br />
  25. 25. A Well Managed Business<br />Goals<br />Direction<br />Feedback<br />Objectives<br />Objectives<br />Objectives<br />Action/ Behavior<br />Action/ Behavior<br />Action/ Behavior<br />Action/ Behavior<br />Action/ Behavior<br />
  26. 26. Elements, In Triplicate Please<br />Clearly defined future state<br />Small number of achievable objectives<br />Understanding of external threats<br />Documented list of assumptions for success<br />Internal focus on why it won’t work<br />90 day action plan<br />
  27. 27. Plan the Work, then Work the Plan<br />Review weekly<br />Sales activity<br />General assumptions<br />KPI<br />Review monthly<br />Revenue<br />Specific objectives<br />
  28. 28. Harness Your Team<br />Small group of leaders who can get things done<br />Define a game plan, playbook for each scenario<br />Fewer meetings, more joint work<br />In God we trust, all others bring data<br />
  29. 29. In Review<br />C-suite sentiment has softened somewhat<br />Ambiguity has increased dramatically<br />Traditional planning approaches are too rigid, timeframe too long<br />Action focused planning is a better option<br />Listen to the business<br />Nothing matters more than the next 90 days<br />
  30. 30. Discussion<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />
  31. 31. Need Support?Contact us:Phone: 616.635.2920Email: Andrew@SimplicityPartners.com<br />Responding to Crisis: Planning and Execution as Competitive Advantage<br />

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