190331 - In-House Presentation - After Course Activities.pptx

1. Strategy & Business Planning
After Course Activities - In-house presentation
March 30, 2019

2.  Knowledge Transfer
 Area for Improvement

3. Mintzberg’s 5 P’s of Strategy
Developing a Better Strategy
 Mintzberg’s 5 Ps of Strategy is a model to which can help the organizations develop its strategy by examining it from
five different perspectives.
 Each ‘P’ throws light on what strategy means from a different perspective. The idea is that by defining the strategy
from five perspectives the organization get a more robust strategy than using a couple of sentences to define it.
5 P’s of
Strategy
Plan
Ploy
Pattern
Position
Perspective
The purpose is to get the organization from where
they are now to where they want to be.
Specific tactics to try and outsmart or
disrupt what competitors are doing.
Looking at what kind of behaviour patterns
have worked for the organization in the past,
and deciding which of these patterns should
be continued or enhanced.
Tells the organization where it sit on the
playing field relative to the competitors.
Looks at shaping the personality
and culture of the organization.

4. Quality standards
Developing a Better Strategy
Consistency Strategy must not present mutually inconsistent goals and policies
Consonance
The Strategy must represent an adaptive response to the external environment and to the critical
changes occurring within it
Advantage
A Strategy must provide for the creation and/or maintenance of competitive advantage in a
selected area of the activity
Feasibility A Strategy must neither overtax available resources nor create unsolvable sub-problems

5. Mission Statement
Corporate Identity
The mission is a brief statement, typically one or two sentences, that defines why the organization exists, especially what
it offers to its customers and clients
Impact
The change that will be
created
=
The core purpose or the main
reason why the organization
was set up
Mission
How the change will be
created
=
The organization’s
commitment or promise to
the stakeholders

6. Vision Statement
Corporate Identity
A vision statement is a short statement to define the core ideas shaping and directing your business. It’s a description of
the long-term changes the company wants to achieve with its work, either by providing products or services
• What does the business do?
It Should create a message that can answer the following questions
• How are you planning to achieve it?
• How do you help people?
• What are you trying to achieve?
The way this organization should look like in the future (10:30 years from now) Or The desirable Future, the way the
organization wants to be

7. Values Statement
Corporate Identity
Core values are the essential and enduring tenets of an organization. A small set of timeless guiding principles.
Core Values
Owners’
Perspective
Management
Perspective
Employees
Perspective
Customers’
Perspective
Organizations’ Maturity Levels:
• Explain the values
• Feel the values
• Live by the values

8. It looks at how the organization is fulfilling its mission
Internal Environment Scanning
For this purpose; the internal environment scanning analyse the organization’s business model in
terms of:
The Value Formula:
• Values offered to the
customers
• Solutions used to offer the
value
• Resources
• Processes
• Capabilities
The Profit Formula:
• Revenue model: price x volume
• Cost structure:
• Direct costs
• Indirect costs
• Economies of scale
• Margin model: The contribution
needed from each transaction to
achieve desired profits
• Resource velocity: How well the
organization needs to utilize
resources to support the
expected volume and achieve the
anticipated profits
VSCAP Model
Used to identify Strength and Weaknesses

9. It looks at the organization’s macro and micro environment which are uncontrollable factors
External Environment Scanning
Micro Environment Analysis – Porter’s 5 Forces
Model
Macro Environment Analysis – PESTEL
Used to identify Opportunities and Threats

10. It is a planning process that allows the organizations to overcome challenges and determine what new leads to
pursue.
SWOT Analysis
Opportunities Weaknesses
Strength
Impact
Objective(s) aim to preserve and maximize Strength, eliminate and reduce Weaknesses
Threats Weaknesses
Strength
Impact
Objective(s) aim to preserve and maximize Strength, eliminate and reduce Weaknesses

11. It is a planning process that allows the organizations to overcome challenges and determine what new leads to
pursue.
Objectives Defined
Quality Criteria
The main idea of a strategy map is that each strategic objective
in your balanced scorecard is represented by a shape

12. Business Planning
Strategy should communicated to all departments and the strategic objectives should be cascaded at department levels in
order to:
1. Set Strategic and Operational objectives for each department
2. Align departments’ objectives with the strategic objectives
3. Identify the departments’ initiatives that put the strategy into practice
Same
Objectives
&
Same KPIs
Same
Objectives
&
Same KPI +
Specific KPI(s)
Same
Objectives
&
Specific KPI(s)
Or Or

13.  Knowledge Transfer
 Area for Improvement

14. Area for Improvement
Initiative # 1: Develop the
corporate identity
Actions to be made
• Conduct workshop
• Write draft statements for mission, vision and values to be revised
• Write the final approved statements
• Issue/needs addressed • Develop the corporate identity
• Needed resources
• Company's owner, Company's team (as the company size about 10
employees)
• Persons involved • Managing Director
Initiative # 2: Conduct VSCAP
Actions to be made
• Identify the value and the solution provided
• Identify the process, assets, and capabilities
• Set the profit formula
• Issue/needs addressed • Conduct the internal environment analysis
• Needed resources
• Company's owner, Company's team (as the company size about 10
employees)
• Persons involved • Managing Director
Initiative # 3: Conduct the
external environment analysis
Actions to be made
• Conduct PESTEL analysis
• Conduct the micro environment analysis (Porter's model)
• Conduct SWOT analysis
• Set the strategic Objectives
• Issue/needs addressed • Conduct the external environment analysis
• Needed resources
• Company's owner, Company's team (as the company size about 10
employees)
• Persons involved • Managing Director