Step by step guide to help social enterprises and social businesses clarify their purpose, vision and targets when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
PATRI 05. Implementation at Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide and roadmap to help social enterprises and social businesses plan and implement scaling of impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 02. Applicability & Viability at Scale: A Guide for Scaling Social Busi...Rizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve viability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 00. Framework for Scaling Social Business - Rizwan TayabaliRizwan Tayabali
DIY Framework to help social enterprises and social businesses to scale their impact and operations.The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale.
The Definitive Guide to Scaling Social EnterpriseRizwan Tayabali
The Definitive Guide to Scaling Social Enterprises, outlining 12 new models for scaling social outcomes that are more effective than the traditional commercial mechanisms of organic growth, franchising, acquisition and merger.
(Click the notes tab below the slides for more detail)
The document discusses a nine vector view of human performance management. It outlines nine primary disciplines that are important for effective change management: stakeholder relationship management, leading change, change strategy, communication, human capital management, learning and training, process and infrastructure, project management, and performance management. It then provides more details about each discipline and explains that a holistic approach considering all nine vectors is needed for transformational change efforts.
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
PATRI 05. Implementation at Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide and roadmap to help social enterprises and social businesses plan and implement scaling of impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 02. Applicability & Viability at Scale: A Guide for Scaling Social Busi...Rizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve viability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 00. Framework for Scaling Social Business - Rizwan TayabaliRizwan Tayabali
DIY Framework to help social enterprises and social businesses to scale their impact and operations.The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale.
The Definitive Guide to Scaling Social EnterpriseRizwan Tayabali
The Definitive Guide to Scaling Social Enterprises, outlining 12 new models for scaling social outcomes that are more effective than the traditional commercial mechanisms of organic growth, franchising, acquisition and merger.
(Click the notes tab below the slides for more detail)
The document discusses a nine vector view of human performance management. It outlines nine primary disciplines that are important for effective change management: stakeholder relationship management, leading change, change strategy, communication, human capital management, learning and training, process and infrastructure, project management, and performance management. It then provides more details about each discipline and explains that a holistic approach considering all nine vectors is needed for transformational change efforts.
The document discusses the Organizational Maturity Index (OMI), which assesses an organization's "learning level" across 15 stages. OMI aims to address high failure rates of change initiatives by ensuring they are designed for the organization's maturity. It provides a methodology to 1) assess functioning levels throughout an organization, 2) identify gaps, 3) initiate interventions tailored to gain traction, and 4) guide sustainable development. Based on an assessment, OMI generates a report with 3 sections: immediate issues to address, next steps to promote integration, and working towards advantages and leadership. The goal is to guide organizations from lower "disintegration" stages to higher "integration" stages of learning and effectiveness.
The document discusses factors ("Ps") that impact profitability for businesses. It identifies 17 Ps - Preparation, Plan, Processes, Performance, People, Passion, Progressive Thinking, Protagonists and Pioneers, Positive Thinking, Perfect versus Passable, Packaging, Price, Patience Persistence and Perseverance, Partnership, Paradigm Shifts, Pragmatic. Each P is described as an important contributor to achieving profitability. Key factors discussed include preparing by measuring profitability parameters, creating action plans, improving processes, managing people, packaging intellectual property for reuse, and maintaining a pragmatic approach.
This document introduces a toolkit for assessing and managing organizational change. It discusses:
1. Change management should be considered at both the strategic level, to support large-scale business transformation, and tactical level, for specific projects.
2. The toolkit provides tools to understand how work will change, identify impacted stakeholders, and develop a change management plan around eight critical success factors.
3. These include establishing urgency, sharing a clear vision, engaging leadership, communicating changes, and involving stakeholders to build support for changes. The tools are meant to guide assessment and action planning.
UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...Danielle Butler-Miles
This document discusses the importance of integrated planning across the entire supply chain. It describes world-class integrated planning as having one unified plan that is coordinated both vertically through all levels of an organization and horizontally across departments. Effective integrated planning requires establishing shared goals, visibility into operations, and a culture of collaboration both internally and with supply chain partners. The key is having a planning process that cascades strategies down from senior management and coordinates the activities of all functions to efficiently meet customer demands.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
A roadmap will prove invaluable to a company during its lean journey. Here, this lean transformation roadmap is constructed through five phases including the areas of concern—from education to infrastructure.
Maturity Levels in Business Organisationssenbhaskar
Organizational maturity levels provide a framework for process improvement. There are typically five levels:
1) Oblivious organizations lack documented processes and rely on individuals.
2) Exploratory organizations begin researching collaboration and team structures.
3) Defined organizations establish clear strategies and define team roles for collaboration.
4) Adoptive organizations institutionalize processes and continuously improve.
5) Adaptive organizations optimize processes based on outcomes and innovation.
Understanding an organization's current maturity level helps to establish goals and guide process improvements.
Chapter 12 managing new product development teamsMuhammad Anang
The document discusses strategies for managing new product development teams. It describes how to construct effective teams by considering size, composition, and structure. Team size can range from a few to hundreds of members, with 11 being the average, but larger is not always better due to communication and coordination challenges. Composition should include cross-functional experts from different departments. Structure can range from functional teams where members remain in departments, to autonomous teams removed from departments and dedicated full-time to the project. Effective leadership and administration through tools like charters and contracts are also important for team success. Managing virtual teams introduces additional hurdles around communication and coordination.
Business transformation involves fundamentally changing what an organization does, how it operates, who it serves, and how it serves them. It requires accepting periods of discontinuity and working without easy answers. True transformation is not just small changes or process tweaks but large-scale changes. Effective transformation requires assessing the need for change, planning the change, implementing projects to enable it, and embedding the changes into normal operations. It also requires developing the organizational capabilities needed, including change management, program management, and project management frameworks, as well as the skills of employees.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
1) The document discusses various strategies for business including corporate strategy, directional strategy, growth strategy, concentration strategy, and stability strategy. It also discusses implementing strategies through developing programs, budgets, and procedures.
2) Evaluation and control of strategies is discussed, including determining metrics, establishing standards, measuring performance, comparing to standards, and taking corrective actions. Different types of controls like behavior controls and output controls are also mentioned.
3) Finally, the document emphasizes that while strategy implementation carries risk, successful implementation can lead to significant gains for the business.
The document discusses various topics related to business strategy formulation and implementation including:
1. Elements of a business plan such as the executive summary, market research, marketing plan, management team, and financial plan.
2. Types of strategies such as corporate, directional, growth, concentration, and stability strategies.
3. Implementation of strategies through programs, budgets, and procedures.
4. Evaluation and control of strategies by monitoring performance, comparing to standards, and taking corrective actions. Measures like ROI are discussed.
The ‘SUBLIME’ Approach to Transforming Organizations in the Digital WorldMurad Salman Mirza
This document presents the SUBLIME approach for transforming organizations in the digital world. SUBLIME stands for Scan, Understand, Believe, Leverage, Improvise, Monitor, and Engage. It involves scanning the business environment, understanding organizational capabilities, building belief, leveraging strengths, improvising plans, monitoring progress, and engaging the workforce. The goal is to develop strategies and take actions to remain competitive in a rapidly changing digital landscape where customers demand innovation and switch loyalties easily.
Business transformation has become necessary for most large corporations due to significant triggers in the global environment, including globalization, economic slowdowns, technology shifts, and regulatory changes. A survey found that 93% of large US multinational companies are undergoing some form of business transformation. Transformations take various forms, with over half of companies defining it as a continuous process of aligning their business model with strategy. The main triggers for transformation according to companies are changing customer demands, domestic competitors, and technology changes. Customer demands are complex and can have various root causes like government policies, new technologies, or demands for more services.
The document discusses Matrix Performance Management (MPM), a strategic solution for driving results in matrix organizations. MPM uses digital tools and methodologies to create and execute strategic plans across organizations, facilitating collaboration. It allows organizations to define objectives, strategies, projects and indicators and align them across business units. MPM provides reports and analytics to track performance and identify areas for improvement. The goal is to overcome challenges in matrix structures and accelerate execution of strategic plans.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
The document outlines a strategy execution cycle consisting of understand, translate, adapt, implement, measure steps. It emphasizes that effective execution starts with understanding both external factors like customer needs and internal strategy. The strategy then needs to be translated into specific aligned plans and goals. Implementation involves building capabilities, delivering on priorities while engaging stakeholders. Progress should be measured and information shared to create accountability. Plans also need to be adapted based on learning from experience and changing market conditions. Decision making and communication are important throughout the cycle.
This step provides guidance on building a preliminary vision for positive change in the target market system that is informed by stakeholder perspectives and fundable, outlining key principles of systemic thinking, participation, and facilitation to underpin the strategic design and planning process. Recommendations are given for developing a flexible strategy and fundable proposal that allows the vision and activities to evolve in response to market actor aspirations as ownership of the PMSD process is transferred to stakeholders.
This document summarizes several papers to be presented at two upcoming conferences in 2016. It discusses papers on improving startup success rates using an agile entrepreneurship model, managing performance and risk with capability maturity models, and implementing collaborative performance management in digitally-enabled organizations. The impact of digital technologies on organizational governance is also addressed, specifically how social collaboration platforms can accelerate innovation but also require new management approaches.
The document outlines an agenda for a strategic planning workshop. It includes sections on workshop objectives, an introduction to strategic planning, and proposed strategy frameworks. The objectives are to understand roles and responsibilities, update the current strategic plan, gain buy-in from stakeholders, understand the strategy formulation process, and agree on future direction. The introduction defines strategic planning and the difference between strategic and business planning. It also discusses benefits like increased profitability and efficiency. Several strategy models are presented, including Mintzberg's 5 P's and emergent strategy principles, the OGSM model, the strategy house, balanced scorecard, and AFI strategy framework.
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
The document discusses the Organizational Maturity Index (OMI), which assesses an organization's "learning level" across 15 stages. OMI aims to address high failure rates of change initiatives by ensuring they are designed for the organization's maturity. It provides a methodology to 1) assess functioning levels throughout an organization, 2) identify gaps, 3) initiate interventions tailored to gain traction, and 4) guide sustainable development. Based on an assessment, OMI generates a report with 3 sections: immediate issues to address, next steps to promote integration, and working towards advantages and leadership. The goal is to guide organizations from lower "disintegration" stages to higher "integration" stages of learning and effectiveness.
The document discusses factors ("Ps") that impact profitability for businesses. It identifies 17 Ps - Preparation, Plan, Processes, Performance, People, Passion, Progressive Thinking, Protagonists and Pioneers, Positive Thinking, Perfect versus Passable, Packaging, Price, Patience Persistence and Perseverance, Partnership, Paradigm Shifts, Pragmatic. Each P is described as an important contributor to achieving profitability. Key factors discussed include preparing by measuring profitability parameters, creating action plans, improving processes, managing people, packaging intellectual property for reuse, and maintaining a pragmatic approach.
This document introduces a toolkit for assessing and managing organizational change. It discusses:
1. Change management should be considered at both the strategic level, to support large-scale business transformation, and tactical level, for specific projects.
2. The toolkit provides tools to understand how work will change, identify impacted stakeholders, and develop a change management plan around eight critical success factors.
3. These include establishing urgency, sharing a clear vision, engaging leadership, communicating changes, and involving stakeholders to build support for changes. The tools are meant to guide assessment and action planning.
UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...Danielle Butler-Miles
This document discusses the importance of integrated planning across the entire supply chain. It describes world-class integrated planning as having one unified plan that is coordinated both vertically through all levels of an organization and horizontally across departments. Effective integrated planning requires establishing shared goals, visibility into operations, and a culture of collaboration both internally and with supply chain partners. The key is having a planning process that cascades strategies down from senior management and coordinates the activities of all functions to efficiently meet customer demands.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
A roadmap will prove invaluable to a company during its lean journey. Here, this lean transformation roadmap is constructed through five phases including the areas of concern—from education to infrastructure.
Maturity Levels in Business Organisationssenbhaskar
Organizational maturity levels provide a framework for process improvement. There are typically five levels:
1) Oblivious organizations lack documented processes and rely on individuals.
2) Exploratory organizations begin researching collaboration and team structures.
3) Defined organizations establish clear strategies and define team roles for collaboration.
4) Adoptive organizations institutionalize processes and continuously improve.
5) Adaptive organizations optimize processes based on outcomes and innovation.
Understanding an organization's current maturity level helps to establish goals and guide process improvements.
Chapter 12 managing new product development teamsMuhammad Anang
The document discusses strategies for managing new product development teams. It describes how to construct effective teams by considering size, composition, and structure. Team size can range from a few to hundreds of members, with 11 being the average, but larger is not always better due to communication and coordination challenges. Composition should include cross-functional experts from different departments. Structure can range from functional teams where members remain in departments, to autonomous teams removed from departments and dedicated full-time to the project. Effective leadership and administration through tools like charters and contracts are also important for team success. Managing virtual teams introduces additional hurdles around communication and coordination.
Business transformation involves fundamentally changing what an organization does, how it operates, who it serves, and how it serves them. It requires accepting periods of discontinuity and working without easy answers. True transformation is not just small changes or process tweaks but large-scale changes. Effective transformation requires assessing the need for change, planning the change, implementing projects to enable it, and embedding the changes into normal operations. It also requires developing the organizational capabilities needed, including change management, program management, and project management frameworks, as well as the skills of employees.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
1) The document discusses various strategies for business including corporate strategy, directional strategy, growth strategy, concentration strategy, and stability strategy. It also discusses implementing strategies through developing programs, budgets, and procedures.
2) Evaluation and control of strategies is discussed, including determining metrics, establishing standards, measuring performance, comparing to standards, and taking corrective actions. Different types of controls like behavior controls and output controls are also mentioned.
3) Finally, the document emphasizes that while strategy implementation carries risk, successful implementation can lead to significant gains for the business.
The document discusses various topics related to business strategy formulation and implementation including:
1. Elements of a business plan such as the executive summary, market research, marketing plan, management team, and financial plan.
2. Types of strategies such as corporate, directional, growth, concentration, and stability strategies.
3. Implementation of strategies through programs, budgets, and procedures.
4. Evaluation and control of strategies by monitoring performance, comparing to standards, and taking corrective actions. Measures like ROI are discussed.
The ‘SUBLIME’ Approach to Transforming Organizations in the Digital WorldMurad Salman Mirza
This document presents the SUBLIME approach for transforming organizations in the digital world. SUBLIME stands for Scan, Understand, Believe, Leverage, Improvise, Monitor, and Engage. It involves scanning the business environment, understanding organizational capabilities, building belief, leveraging strengths, improvising plans, monitoring progress, and engaging the workforce. The goal is to develop strategies and take actions to remain competitive in a rapidly changing digital landscape where customers demand innovation and switch loyalties easily.
Business transformation has become necessary for most large corporations due to significant triggers in the global environment, including globalization, economic slowdowns, technology shifts, and regulatory changes. A survey found that 93% of large US multinational companies are undergoing some form of business transformation. Transformations take various forms, with over half of companies defining it as a continuous process of aligning their business model with strategy. The main triggers for transformation according to companies are changing customer demands, domestic competitors, and technology changes. Customer demands are complex and can have various root causes like government policies, new technologies, or demands for more services.
The document discusses Matrix Performance Management (MPM), a strategic solution for driving results in matrix organizations. MPM uses digital tools and methodologies to create and execute strategic plans across organizations, facilitating collaboration. It allows organizations to define objectives, strategies, projects and indicators and align them across business units. MPM provides reports and analytics to track performance and identify areas for improvement. The goal is to overcome challenges in matrix structures and accelerate execution of strategic plans.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
The document outlines a strategy execution cycle consisting of understand, translate, adapt, implement, measure steps. It emphasizes that effective execution starts with understanding both external factors like customer needs and internal strategy. The strategy then needs to be translated into specific aligned plans and goals. Implementation involves building capabilities, delivering on priorities while engaging stakeholders. Progress should be measured and information shared to create accountability. Plans also need to be adapted based on learning from experience and changing market conditions. Decision making and communication are important throughout the cycle.
This step provides guidance on building a preliminary vision for positive change in the target market system that is informed by stakeholder perspectives and fundable, outlining key principles of systemic thinking, participation, and facilitation to underpin the strategic design and planning process. Recommendations are given for developing a flexible strategy and fundable proposal that allows the vision and activities to evolve in response to market actor aspirations as ownership of the PMSD process is transferred to stakeholders.
This document summarizes several papers to be presented at two upcoming conferences in 2016. It discusses papers on improving startup success rates using an agile entrepreneurship model, managing performance and risk with capability maturity models, and implementing collaborative performance management in digitally-enabled organizations. The impact of digital technologies on organizational governance is also addressed, specifically how social collaboration platforms can accelerate innovation but also require new management approaches.
The document outlines an agenda for a strategic planning workshop. It includes sections on workshop objectives, an introduction to strategic planning, and proposed strategy frameworks. The objectives are to understand roles and responsibilities, update the current strategic plan, gain buy-in from stakeholders, understand the strategy formulation process, and agree on future direction. The introduction defines strategic planning and the difference between strategic and business planning. It also discusses benefits like increased profitability and efficiency. Several strategy models are presented, including Mintzberg's 5 P's and emergent strategy principles, the OGSM model, the strategy house, balanced scorecard, and AFI strategy framework.
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
This simple Toolkit will help any Managers / Leaders to Drive Change. The toolkit is a basic thought process/framework which will help the leaders to think holistically and give some clear direction, clarity, and action leading to results. A toolkit which is easy to comprehend and use.
The document discusses 4 steps for building an effective performance measurement plan:
1. Conduct a pre-program analysis to identify strategic objectives and any performance gaps. This includes defining the organization's mission statement and strategic goals.
2. Design and develop the plan by defining specific and measurable goals and objectives for each functional area to close any performance gaps.
3. Implement the plan and provide feedback to employees on their performance and how it impacts strategic goals.
4. Continuously measure and evaluate performance to ensure goals are being met and make adjustments to the plan as needed. Following these steps will result in improved organizational performance and a competitive advantage.
This document discusses various tools that can be used in strategic planning, including:
1. The Balance Scorecard framework which takes into account objectives, measures, and initiatives.
2. Strategy Maps which visually communicate strategic plans and help identify goals.
3. SWOT and PEST analyses which examine internal/external factors and industry trends.
4. Gap Planning which compares current/desired states to identify deficiencies.
5. Several other frameworks like Blue Ocean Strategy, Porter's Five Forces, and OKRs that help with visioning, competition analysis, and goal setting.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
Strategy is a coordinated set of actions to create and sustain a competitive advantage in achieving a nonprofit's mission. It operates at three levels - organizational, programmatic, and operational. Five principles of strategy formation are: 1) strategy is not planning, 2) know thyself, 3) know thy market, 4) build on strengths, and 5) make criteria explicit. Real-time strategic planning involves continuously evaluating and updating strategies in response to trends. A business model outlines an organization's scope, customers, programs, funding sources, and locations.
The document discusses the role of strategic direction in organizational design. It states that strategic direction refers to the plans and actions an organization takes to achieve its strategic goals and vision for the future. Setting strategic direction involves determining goals, identifying actions to achieve those goals, and allocating resources. Organizational design is used to implement strategic goals and direction, and impacts organizational success. Effective strategic direction requires developing a plan, clearly stating commitments, setting broad and measurable goals, tying goals to performance measurement, and keeping the strategic plan active over time.
The document discusses three principles for effective go-to-market strategies:
1. Define clear objectives that are strategic, tactical, specific, measurable and centered around a core value proposition.
2. Ask the right questions around issues, decisions, missing information and expertise needed. Identify gaps and determine how to address them.
3. Stay focused on execution by regularly checking if new opportunities align with objectives, timeline and goals, and avoiding getting stuck or distracted from the core strategy.
This document provides an overview of key concepts in planning, including definitions of planning, types of planning, the purpose of planning, and the relationship between planning and performance. It discusses elements of planning such as goals, plans, types of goals including strategic, tactical and operational goals. It also covers types of plans, SMART goals, the goal setting process, and the concept of Management By Objectives.
This document provides an overview of planning concepts including what planning is, types of planning, the purpose of planning, and the relationship between planning and performance. It discusses elements of planning such as goals, plans, types of goals including strategic, tactical, and operational goals. It also covers types of plans including strategic, operational, long-term, short-term, and more. Additionally, it defines SMART goals and explains the goal setting process and concept of Management By Objectives (MBO).
The Importance of Developing a Strong Business Strategy.docxMARKEF
Every business has natural weaknesses within all organizations for various reasons. What a business strategy does is try to remedy these weaknesses so that companies don’t trip up and suffer their impact too greatly. The strategy helps us define our business, gives it a set of values, and gives it purpose and provides a roadmap for our business, shows us our destination, and identifies useful stopping points along the way.
A business strategy refers to all the decisions taken, and actions undertaken by a business for achieving the larger vision. Precisely, it is the backbone of every business, and any shortcomings could mean that the business goals get lost midway.
Sequential strategizing is a 5-stage process for prioritizing and implementing critical paths to achieve success. The 5 stages are: 1) Clarify your vision by setting goals and objectives. 2) Gather and analyze relevant information. 3) Formulate a strategy based on the analysis. 4) Implement the strategy. 5) Evaluate performance and controls and make corrections when needed. Sequential strategizing helps maximize efficiency by properly sequencing initiatives and allows organizations to reach their objectives through thoughtful strategic planning and implementation.
This document outlines a lecture on strategic planning that covers key concepts like mission, vision, values, goals, and the strategist's role. It discusses developing a mission statement, disaggregating it into departmental missions, and setting objectives. Examples are provided from McDonald's, Sainsbury's, and Levi Strauss. The document also covers strategic approaches like prospector, analyzer, defender, and reactor, as well as identifying performance gaps to develop strategies to close them.
The document provides guidance on formulating a successful business strategy. It discusses that strategic planning is important for setting a unified vision, combating cognitive biases, and tracking progress towards goals. When setting strategic goals, companies should ensure goals are purpose-driven, long-term, actionable, and measurable. Key factors for successful strategy formulation include starting with organizational purpose, considering global events and trends, examining data and case studies, setting and communicating goals, and viewing strategy as an ongoing process.
The document discusses business execution plans for startups using the Hoshin Kanri methodology. It describes creating a readiness plan to accomplish tasks before a business launch date. A tactical plan contains business tactics to execute strategies, such as targeting small/medium enterprises through speaking at forums, understanding their concerns, and providing payment plans. It also recommends developing personal skills through a development plan for startup founders who may lack marketing or management expertise. Metrics should track performance against objectives and trigger alerts when off track.
Developing a marketing communications plan using the SOSTAC model | Growing P...Brent Spilkin
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4. The PATRI framework takes you step by step
through all the aspects of diligence needed to
understand whether or not scaling is feasible
for you and if so, to produce an effective scaling
plan that you can follow during implementation.
4
6. An overview of the complete
PATRI Framework, is provided in a
linked presentation called ...
“PATRI Framework for Scaling
Social Business”
6
PATRI
Framework
7. Caveats
1. The following guide is specifically targeted at social
businesses and therefore places an emphasis on
financial viability along with impact i.e. It is
designed for organisations that create their impact
through the use of business models.
2. The PATRI Framework is focused on scaling rather
than incremental growth. If you are simply aiming
to set up operations in another location or enter
another market, then the framework will still offer
you value, but some aspects of it may only be
applicable a bit further down the line.
7
8. This presentation focuses specifically on the
1st step of the Framework, which addresses
clarity of purpose.
8
10. Scaling social businesses can become a
highly operational and financially focused
activity that can cause focus to shift towards
operational growth and away from
outcomes when scaling.
Purpose
10
11. To mitigate against mission drift, it is
critical to ensure that you have clarity of
purpose and direction before embarking on
your scaling endeavour.
Purpose
11
13. As an entity with both impact and financial
aspirations, a social business may have a
number of reasons for scaling, but it is
important that they are clearly prioritised.
Purpose
13
Primary Goal
14. This will help with decision-making further
down the line for all aspects of designing and
preparing to scale, as any set of options can
then be assessed based on how well they
service the various goals in order of priority.
Purpose
14
Primary Goal
15. As a social business, clarifying your primary
goal will also play a key role in ensuring that
you have a clear basis for decision-making in
situations where financial survival threatens
quality of impact.
Purpose
15
Primary Goal
16. Thus, if your primary goal is to make an impact,
you should prioritise social outcomes over
organisational outcomes to ensure that scaling
results in impact rather than revenues alone.
Purpose
Primary Goal
17. In order to set meaningful impact goals for
scaling, you will need to understand the size
(numbers) and nature (characteristics) of
the problem you are trying to address
on its true scale.
Purpose
Problem
Definition
18. If there isn’t easily accessible data related to
numbers, then basic research and a degree of
guesstimation is a reasonable starting point.
Purpose
Problem
Definition
19. At the very least you should do enough to end
up with a working idea of the numbers of people
impacted by the issue you are addressing,
where they are located, what the problem looks
like for them, and whether or not there is a
demand for your offering.
Purpose
Problem
Definition
20. You can then improve this level of accuracy
by investigating new environments or
demographics in more detail once you have
selected where you want to start your
scaling journey.
Purpose
Problem
Definition
21. Selection of areas or demographics is an
important early step in your planning process.
Purpose
Selection
22. It is important to be strategic and focus on
areas or demographics that best allow you to
service your priority goals.
Purpose
Selection
23. If you simply jump at the next opportunity to
apply your model somewhere else, you risk
following a reactive rather than pro-active
process, leading you into the more resource-
heavy category of growth rather than true
scaling.
Purpose
Selection
24. Having researched these during the problem
definition stage, you should be able to select and
prioritise candidates for scaling based on
1. Urgency of Need
2. Market Potential / Demand
3. Practicality of access
Purpose
Selection
25. Having made an initial selection of areas or
demographics to scale into, you will need a
reasonable vision of what it is you want
to achieve and when, in terms of both financial
and impact outcomes.
PurposePurpose
Vision
26. As a social purpose entity, your vision is
particularly important when considering impact.
Try and develop a rich picture of what you
believe the problem will look like once it is fixed
i.e. once you have impacted it with your solution.
PurposePurpose
Vision
27. Ideally split your vision into a long, medium and
short term picture of outcomes. This will give
you an early roadmap for your scaling journey.
PurposePurpose
Vision
28. Without tangible targets your vision will
remain conceptual rather than practical.
PurposePurpose
Targets
29. In order to be able to assess whether your
design will in fact make a difference and be
applicable at scale, you will need to create
success criteria and set targets based on those.
PurposePurpose
Targets
30. If you want to ensure that you scale your impact
along with your reach, it is advisable to set
targets based on the scale of need, rather than
targets that primarily reflect growth.
PurposePurpose
Targets
31. Benchmarking outcomes and setting a baseline
before you start will also solve impact
monitoring challenges further down the line.
PurposePurpose
Targets
32. All you should then have to do is repeat the
benchmarking process periodically to track and
monitor changes against the original baseline.
This is your impact.
PurposePurpose
Targets
33. You can then adapt your strategies or approach
depending on whether the changes meet the
impact targets you have set yourself.
PurposePurpose
Targets
34. As a social business, you may also set yourself
financial targets, but these should ideally be in
line with your impact targets, rather than the
other way around.
PurposePurpose
Targets
35. To make your targets directional and easier
to design for, split them into stages that
reflect the phases of your vision
1.Long Term – Aspirational
2.Mid Term – Challenging
3.Short Term – Realistic
PurposePurpose
Targets
36. Focus your detailed design and planning on
your short and mid term goals.
PurposePurpose
Targets
37. Once you’ve identified your goals and set
targets for scaling, you can assess whether
or not your impact or business model is
capable of achieving those targets
i.e. if it will still be applicable at the scale
you are aiming for.
Purpose
38. A guide to the next step of understanding and
addressing applicability is provided in a
linked presentation called ...
“Applicability at Scale: A Guide for
Scaling Social Business”
38
Applicability
(Viability)