For those that are prepared…
…chaos brings opportunity
• Address key elements of a business plan that align
your firm’s critical objectives with those of your
individual’s business unit’s objectives.
• Discuss common mistakes in writing strategic
• Identify guidelines on how often to review your
strategy, adjust and change or be flexible.
• Provide each participant with numerous tools, ideas
and skills to apply when creating a detailed and
realistic strategic business plan.
Do NOT freak out!
• I have a ton to cover and I will go pretty fast.
• Please take notes and ask questions.
• I am happy to answer any of your questions, offer
advice and recommend books at any time.
The slides and a full strategic planning workbook are already posted at:
What strategy is not…
• More, better, faster is not a strategy.
• Effectiveness and efficiency are
necessary… but not sufficient.
• Superb execution of fundamental
business processes… is expected.
• Being extremely good at what you are
supposed to be good at… gets you no
extra credit at all.
Effective Strategy =
Valued Differentiation x Execution
Key Point: Strategy is INTERNAL
as well as EXTERNAL
Five Foundations of
Effective Strategic Thinking
The Four – I’s
How to avoid the Four I’s
• Aggressive external market focus.
• Aggressive customer focus.
• Keep the “Main Things” the main things.
• Bullish on knowledge sharing and learning.
• Passion and commitment at all levels.
• Foster a healthy paranoia.
• Revel in change.
From the CEO of a little 182 billion dollar company…
“Look, what is strategy but resource allocation?
When you strip away all the noise, that’s what it
comes down to. Strategy means making clear-cut
choices about how to compete. You cannot be
everything to everybody, no matter what the size your
business or how deep its pockets. You have to figure
out what to say “NO” to.”
A short diatribe before we get to
the business models…
• I don’t like benchmarking.
• I think copying other businesses is stupid!
• Typically, by the time people start benchmarking a
company five years has past since they initiated their
• There is no way to guarantee that what worked for them will
work for you…
• But what I absolutely can guarantee is… you will not come
up with any innovative, effective or remarkable strategies
completely on your own. You must look around you to find
good ideas… then take those ideas and make them better
as you apply them to your specific challenges and
What Business Planning is Not !
• Business planning does not attempt to make
• Business planning is not forecasting.
• Business planning is not an attempt to blueprint
• Business planning is not necessarily the
preparation of massive plans and reports.
• Business planning is not an effort to replace
good management judgment.
Why Planning Pays Off
Asks & answers questions of importance.
Simulates the future.
Forces the setting of objectives.
Gives a framework for decisions.
Develops performance measurements.
What Inhibits Execution?
National Survey of 4,000 Senior Executives
4. Inability to work together (21%)
3. Company culture (23%)
2. Economic climate (29%)
1. Holding onto the past /
unwillingness to CHANGE (35%)
Where are we going + how will we behave on the way?
Praise + Celebration Focus
Eliminate Mediocrity “No”
Measure / Track 9 Steps for
Communicate Stakeholders +
Transparency Ensuring guiding collation
Vision + Values
Training + Strategy
time / money / Plans
supplies / Goals /
Tactics / Actions
Procedures / Protocols
Clear / consistent / Repeatable Process
Some thoughts on measurement
• Less is more
• Results not activity
• Easy / Hard
• Post and review
• Help not punishment
Is a process that stimulates imaginative and creative thinking to
better prepare an organization by rehearsing for the future to
avoid surprises and break through the illusion of certainty.
Probability / Impact ---- Trigger Points
Review of the plan?
• Twice yearly Strategic Planning
Retreat – 1 to 2 days
• Monthly “quick check” meetings
2 – 3 hours
• Weekly Senior team alignment
review – 1 hour or less
• Carry plan to every strategic
Summary of Key Ideas
• Major elements: thinking, planning, execution, review
• Strategic thinking = study + experience + pattern recognition
• Strategy = bold bets on resource allocation.
• What you say “No” to is a big part of strategy.
• Planning is a process.
• Analysis is critical – but it is not strategy.
• More, better, faster is not a strategy.
• This is not blueprinting the future.
• Keep it simple, focused and extremely well communicated.
• A plan for execution MUST be part of the Strategic Plan.
• Alignment + support + measurement + tracking + reward / punishment
• Contingency planning = probability & impact / trigger points
If you have any questions at all please do not hesitate to send a note or call.
My email address is: firstname.lastname@example.org
Also, you might find value in the ideas I share in my blog. You can sign up for it at:
These slides and the workbook have already been uploaded to: