Cpsp implementation part 1

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These slide show a generic approach to implementing strategic plans.

Business

Implementation
Creating and Presenting Strategic Plans
Part 1

Two Types
Implementation
Major Break: Strategic Discontinuity
Incremental change

Implement
strategies
Develop
Strategies
Evaluate
strategies
Feedback
Legend:
Flow of decision making
Flow of feedback
Set goals,
targets
Formulate
a mission
Analyse
the firm
S W
Analyse the
environment
O T
A Textbook Model Strategic Management

Competitive
position
Asset
utilization
Markets
addressed
Leadership
The Strategy Compass:Concentric Discussion

Rigorous explicit numerical targets
Flexible vague areas of intention
Versus
Two Types

• Rigour versus flexibility
• Learn from life - strategic planning for children
A Balanced Approach

A balance between
The long term strategy: non-explicit and verbal:
Strategies for Successfully Raising Children
•Social success
•Professional success
•Personal success
•Academic success
Shorter-term strategies: explicit and measured:
•Sports competitions etc
•School examinations

Shorter term measured tasks in context of
appropriate innate strategic principles
Strategies for Successfully Raising Children
Personal
Professional Academic
Social
= Examinations, shorter runE
E
E
E
E
E
E
E

Shorter term measured tasks in context of
appropriate unchanging laws of strategy (CALM)
Strategies for Successfully Developing Firms
Leadership
Markets Asset
Competitive
= Shorter run strategic plans

Individual products or projects are less important
than
adhering to the innate strategic principles
Innate strategic principles in which
shorter run strategies are always set
Habitually Successful Firms

‘We don’t make ‘automobiles’ which are utilitarian
machines you use to get from point A to point B. We
make ‘cars’, moving works of art that express the
driver’s love of quality.’
Bangle, C. (2001)
Innate Strategic Principles: BMW

‘The Toyota Production System grew out
of the workings of the company over 50
years and it has never actually been
written down.’
Spear, S. and Bowen, H. K., (1999)
Innate Strategic Principles: Toyota

• Oral tradition versus written word
• The Strategy Compass: a template for discussion
(Network Rail vesus GE)
The ‘Shape’ of a Strategic Plan

Stage 1: Articulate the strategic principles
Stage 2: Develop the shorter run strategic plan
A Two Stage Approach

Strategy Compass to describe in words, not figures,
our posture in terms of:
Competitive position
Asset utilisation
Leadership
Markets addressed
Stage 1: Articulate the Principles

Complete the skeleton strategic plan
Stage 2: Fill in the detail

The Detail
Who What When
Quality DriveA. N. Other X/X/201X

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Cpsp implementation part 1

1. Implementation Creating and Presenting Strategic Plans Part 1

2. Two Types Implementation Major Break: Strategic Discontinuity Incremental change

3. Incremental change

4. Implement strategies Develop Strategies Evaluate strategies Feedback Legend: Flow of decision making Flow of feedback Set goals, targets Formulate a mission Analyse the firm S W Analyse the environment O T A Textbook Model Strategic Management

5. Competitive position Asset utilization Markets addressed Leadership The Strategy Compass:Concentric Discussion

6. Rigorous explicit numerical targets Flexible vague areas of intention Versus Two Types

7. • Rigour versus flexibility • Learn from life - strategic planning for children A Balanced Approach

8. A balance between The long term strategy: non-explicit and verbal: Strategies for Successfully Raising Children •Social success •Professional success •Personal success •Academic success Shorter-term strategies: explicit and measured: •Sports competitions etc •School examinations

9. Shorter term measured tasks in context of appropriate innate strategic principles Strategies for Successfully Raising Children Personal Professional Academic Social = Examinations, shorter runE E E E E E E E

10. Shorter term measured tasks in context of appropriate unchanging laws of strategy (CALM) Strategies for Successfully Developing Firms Leadership Markets Asset Competitive = Shorter run strategic plans

11. Individual products or projects are less important than adhering to the innate strategic principles Innate strategic principles in which shorter run strategies are always set Habitually Successful Firms

12. ‘We don’t make ‘automobiles’ which are utilitarian machines you use to get from point A to point B. We make ‘cars’, moving works of art that express the driver’s love of quality.’ Bangle, C. (2001) Innate Strategic Principles: BMW

13. ‘The Toyota Production System grew out of the workings of the company over 50 years and it has never actually been written down.’ Spear, S. and Bowen, H. K., (1999) Innate Strategic Principles: Toyota

14. • Oral tradition versus written word • The Strategy Compass: a template for discussion (Network Rail vesus GE) The ‘Shape’ of a Strategic Plan

15. Stage 1: Articulate the strategic principles Stage 2: Develop the shorter run strategic plan A Two Stage Approach

16. Strategy Compass to describe in words, not figures, our posture in terms of: Competitive position Asset utilisation Leadership Markets addressed Stage 1: Articulate the Principles

17. Complete the skeleton strategic plan Stage 2: Fill in the detail

18. The Detail Who What When Quality DriveA. N. Other X/X/201X

19. The End

Cpsp implementation part 1

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