Agile Strategic Planning - introduction

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This deck provides an introduction to the Agile Strategic Planning® methodology and process created by PÖL Digital.

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Agile Strategic Planning - introduction

  1. 1. Montreal Solution Group for Business Owners AGILE STRATEGIC PLANNING • INTRODUCTION • • Meetup by Frederic Moreau, PÖL Digital• August 20, 2014 •
  2. 2. AGENDA • 20’ - Introducing •What are we talking about? •What do we mean by agility? • The Agile Strategic Planning methodology • 40’ - Sharing 2
  3. 3. TO BEGIN WITH… ! THE LAST THING YOU NEED TO START A BUSINESS IS A BUSINESS PLAN • Pros: « You're two and a half times more likely to get into business (if you have one) » - Clemson University entrepreneurship professor William B. Gartner • Cons: business planning is often time consuming, costly and inadequate in a fast changing environment.
  4. 4. IN A VUCA ENVIRONMENT, THERE IS A NEED TO CHANGE THE WAY WE DO THINGS Volatility The nature and dynamics of change, and the nature and speed of change forces and change catalysts. Anticipate the Issues that Shape Conditions Uncertainty The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. Complexity The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization. Ambiguity The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion. Understand the Consequences of Issues and Actions Appreciate the Interdependence of Variables Prepare for Alternative Realities and Challenges Interpret and Address Relevant Opportunities 4
  5. 5. LEAN APPROACHES HAVE EMERGED TO HELP SHAPE BUSINESSES Porter’s 5 forces (Mickael Porter) Business Model Generation (Alex Osterwalder ) Lean Startup machine (Eric Ries) 5
  6. 6. BUT NONE PROVIDE THE KEY COMPONENTS OF A BUSINESS STRATEGY: ! THE BUSINESS MODEL AND THE DIRECTION WHERE TO DRIVE THE BUSINESS (THE VEHICLE & THE JOURNEY) 6
  7. 7. SO THE POINT WAS TO DELIVER THIS VALUE TO CLIENTS MUCH FASTER, AT A MUCH LOWER COST, AND WITH THE CAPACITY TO ADJUST PLANS QUICKLY 7
  8. 8. THE SOLUTION CAME FROM TURNING STRATEGIC PLANNING METHODOLOGIES INTO AGILE • Reducing design time frame from 1 to 3 months to 1 to 3 days • Reducing cost from $15,000 — $30,000 to $1,800 — $3,200 8
  9. 9. AGILE CONCEPT Sense of Purpose Fast Cost-efficient Value driven Satisfaction focused Fluidity Anticipation Iterative 9 Iterative Iterative • Agility is the dynamic capacity to sense, anticipate, respond intelligently and act quickly and smoothly, in a coordinated way to a change in the environment.
  10. 10. THE AGILE TRINITY How do we make it happen? 10 Leadership agility (Behavior) Operational agility (Execution) Strategic agility (Direction) Do we deliver value? Where do we go? The Agile Enterprise
  11. 11. • AGILE STRATEGIC PLANNING • THE MODEL SUGGESTS THAT THERE ARE 3 POSSIBLE BUSINESS STRATEGIES, AND THEY ARE INCREMENTAL 11 To Master (dominate) To Adapt To Innovate • To Master = to do things right ! • To Adapt = to change what needs to be changed to remain aligned with your internal and external environment ! • To Innovate = to create a solution to resolve a market pain or to seize a new opportunity that arise on the market
  12. 12. THE AGILE STRATEGIC PLANNING MODEL (OVERVIEW) 12
  13. 13. THE ASP MODEL TRANSLATES INTO 4 TEMPLATES 1/4• BUSINESS FOOTPRINT 13
  14. 14. 2/4• MARKET ENVIRONMENT ANALYSIS Innovation 14
  15. 15. 3/4• AGILE STRATEGY & ACTION PLAN Innovation 15
  16. 16. 4/4• FINANCIAL PLAN Current position Target position K$ FY % FY K$ FY % FY Data (articles/yearly) 1,956 100% 3,900 100% Traffic (K UVs/yearly) 27,600 100% 39,600 100% Revenues (K$/yearly) 3,300 100% 5,400 100% OPEX 3,105 100% 4,430 100% Sales 700 22.5% 900 20.3% Customer service 150 4.8% 400 9.0% Marketing 400 12.9% 1,000 22.6% Production 880 28.3% 900 20.3% IT 600 19.3% 700 15.8% Finance 150 4.8% 210 4.7% Admin 150 4.8% 210 4.7% Legal EBITDA Innovation 75 2.4% 110 2.5% 195 5.9% 970 18.0% CAPEX 150 4.5% 450 8.3% 16
  17. 17. THE 3-STEP PROCESS IS ITERATIVE WITH THE OBJECTIVE TO ALIGN TEMPLATES Project footprint definition 1 2 3 17 Iteration 1 Market environment analysis On-going updates Agile strategy & plans Iteration 2 Iteration 3 Agile strategy a Financial plan b Iteration 1 Iteration 2 Iteration 1
  18. 18. YOUR STRATEGIC PLAN BECOMES A 4 PAGES DASHBOARD THAT CAN EASILY BE SHARED, AND UPDATED Your business project & model Your environment analysis Your strategies & key actions Your financial plan 18
  19. 19. THE AGILE STRATEGIC PLANNING METHODOLOGY IS BEING USED IN 3 WAYS • Free business diagnostic - online email based www.poldigital.com and envision a wish for your business. It will launch the process • Individual client workshops • Collective workshop gathering different companies or startups 19
  20. 20. HOW DO YOU PLAN YOUR BUSINESS STRATEGY? •Which framework do you use? • How satisfied are you with the execution •… 40’ round table discussion 20
  21. 21. INTERESTED IN LEARNING MORE? • Frederic Moreau, PÖL Digital StationC, Suite 204, 5605 de Gaspé, Montréal, QC, Canada Cell. 514 503-3357 - fred@poldigital.com ca.linkedin.com/in/fredericmoreau/ ! • Stay up to date with PÖL Twitter : @polstories LinkedIn : linkedin.com/company/p-l-digital Facebook : facebook.com/poldigital 21

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