notes and quotes from the
  Association for Strategic Planning
            conference



Strategy in Action: Positioning f...
change strategic planning
                   from a summer sport*
                      to a way of life

    * once a yea...
in between long-term strategy and
           day-to-day execution, use
               micro-strategies:
       bursts of c...
an unidentifiable asset
                        is the same as a
                       non-existent one
                (...
strategic planners are:
1. connectors –
    –   establish social/cultural relationships
    –   span different worlds, sub...
just because you’re not hearing from
someone doesn’t mean they’re not there
    (it might mean you’re using the wrong tech...
understanding your competitors’ pricing is far
less important than understanding what your
customers want and need re: pri...
when you do competitive intelligence
• good news is great – you can move faster, more
  aggressively, more confidently
• b...
organizational change is simply
                  humans in transition




                                               ...
strategy and execution should be like good
neighbors
    – friendly
    – but there’s a fence




                        ...
of 15 factors that contribute to strategy failure,
               one is exponential:
  the inability of leaders to sustai...
generally there are three variables in
implementing strategy:
1. transformational intent (vs. incremental)
2. realization ...
the burning platform:
people have to believe the price of status quo
      is higher than the cost to change
The Burning P...
strategy must
       be smart and have urgency/criticality
                  otherwise it’s just a good idea
             ...
4 roles in strategic change:
1.   sponsors – sanction/legitimize it
2.   targets – receive it
3.   agents -- help carry-ou...
a consultant’s job isn’t to convince clients
we’re right;
it’s to help them make wise decisions




                      ...
we fulfill our ethical responsibility by being
brutally frank




                                                        ...
the strategic process:
        lead  think  plan  act  sustain




Strategy in Action: Positioning for Long-term Succe...
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Dl Yohn Notes & Quotes From Asp 02 25 10

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notes from the Association for Strategic Planning Annual Conference 02.10

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Dl Yohn Notes & Quotes From Asp 02 25 10

  1. 1. notes and quotes from the Association for Strategic Planning conference Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  2. 2. change strategic planning from a summer sport* to a way of life * once a year activity that you do for a little while before going back to your normal routine Robert Malchione, SVP Corp. Strat. & Tech., Avery Dennison Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  3. 3. in between long-term strategy and day-to-day execution, use micro-strategies: bursts of coordinated thought out action designed to produce tangible results with group of people in 100 days Dave Logan, Marshall School of Business Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  4. 4. an unidentifiable asset is the same as a non-existent one (look hard to identify your assets) Dave Logan, Marshall School of Business Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  5. 5. strategic planners are: 1. connectors – – establish social/cultural relationships – span different worlds, sub-cultures/niches – enjoy bringing people together 2. mavens – accumulators of knowledge and love to educate and solve others’ problems – involved in the guts of the business 3. evangelists – optimistic, persuasive, context-based coaching Gaye Clemson, Sr. Mgr. Org. Plng. & Perf. Mgmt. , Cisco Systems Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  6. 6. just because you’re not hearing from someone doesn’t mean they’re not there (it might mean you’re using the wrong technology to connect with them) Gaye Clemson, Sr. Mgr. Org. Plng. & Perf. Mgmt. , Cisco Systems Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  7. 7. understanding your competitors’ pricing is far less important than understanding what your customers want and need re: pricing Seena Sharp, Sharp Market Intelligence Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  8. 8. when you do competitive intelligence • good news is great – you can move faster, more aggressively, more confidently • bad news is better – you can stop and adjust, and prevent wasting time/resources on unprofitable/unsuccessful undertakings Seena Sharp, Sharp Market Intelligence Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  9. 9. organizational change is simply humans in transition Daryl Conner, author of Managing at the Speed of Change Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  10. 10. strategy and execution should be like good neighbors – friendly – but there’s a fence Daryl Conner, author of Managing at the Speed of Change Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  11. 11. of 15 factors that contribute to strategy failure, one is exponential: the inability of leaders to sustain the mindset and resources to drive strategy Daryl Conner, author of Managing at the Speed of Change Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  12. 12. generally there are three variables in implementing strategy: 1. transformational intent (vs. incremental) 2. realization focused – i.e., achieving expected ROI (vs. installation focused – i.e., putting something new into place) 3. business imperative – how serious are we the degree of difficulty increases exponentially as each increases Daryl Conner, author of Managing at the Speed of Change Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  13. 13. the burning platform: people have to believe the price of status quo is higher than the cost to change The Burning Platform Story On a July evening in 1988, a disastrous explosion and fire occurred on an oil-drilling platform in the North Sea off the coast of Scotland. One hundred and sixty-six crew members and two rescuers lost their lives in the worst catastrophe in the 25-year history of North Sea oil exploration. One of the 63 crew members who survived was a superintendent on the rig, Andy Mochan. From his hospital bed, he told of being awakened by the explosion and alarms. He said that he ran from his quarters to the platform edge and jumped the fifteen stories from the platform to the water. Because of the water's temperature, he knew that he could live a maximum of only twenty minutes if he were not rescued. Also, oil had surfaced and ignited. Yet Andy jumped 150 feet in the middle of the night into an ocean of burning oil and debris. When asked why he took that potentially fatal leap, he did not hesitate. He said, "It was either jump or fry." He chose possible death over certain death. . . . Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  14. 14. strategy must be smart and have urgency/criticality otherwise it’s just a good idea (good ideas are like diets – we try them but when it gets hard, we stop) Daryl Conner, author of Managing at the Speed of Change Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  15. 15. 4 roles in strategic change: 1. sponsors – sanction/legitimize it 2. targets – receive it 3. agents -- help carry-out/facilitate 4. advocates – want change but don’t have power to implement (agents and advocates need sponsors to make change happen) Daryl Conner, author of Managing at the Speed of Change Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  16. 16. a consultant’s job isn’t to convince clients we’re right; it’s to help them make wise decisions Daryl Conner, author of Managing at the Speed of Change Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  17. 17. we fulfill our ethical responsibility by being brutally frank Daryl Conner, author of Managing at the Speed of Change Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10
  18. 18. the strategic process: lead  think  plan  act  sustain Strategy in Action: Positioning for Long-term Success in a Short-term World ASP 2010 Annual Conference, 02.10

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