1. Strategic planning and strategy development address different issues, with planning focusing on issues like growth targets and budgets, while strategy addresses competitive advantages and trade-offs.
2. Strategic planning is often portrayed as a linear process of first designing a plan then executing it, but strategy development is better seen as independent from planning and more emergent over time in response to the environment.
3. A strategic plan is sometimes misrepresented using metaphors like a blueprint or roadmap that imply more certainty than exists, when in reality strategic plans should highlight uncertainty and different potential outcomes.
Walgreens strives to improve its chances of successful transformations through a holistic approach that includes: end-to-end value chain assessments, process optimization and automation, active aligned leadership, a clear governance structure, and an enterprise roadmap overseen by leadership. This approach requires integrated change plans involving training, communication, stakeholder engagement, organizational alignment, and readiness measurement to link Walgreens' long-term strategy to operational realities over three years and pursue continuous improvement through assessments.
This document provides a summary of a master's thesis titled "Cracking the Code of Strategy Execution". The thesis explores why there is often a gap between corporate strategy formulation and execution. It aims to understand the causes of this gap and provide a method for organizations to successfully bridge it.
The thesis is divided into three parts. Part one defines the gap, examines why strategy execution fails, and what strategy execution entails. Part two identifies five "strategy execution syndromes" that can inhibit execution, such as resistance, lack of motivation, and groupthink. Part three proposes a strategy execution model and provides guidance on translating, adapting, and implementing strategies while avoiding the syndromes.
The thesis uses an eclectic research
Turning Great Strategy Into Great Performanceepgdbm090125
This document discusses how to close the strategy-to-performance gap that many companies face. It provides 7 rules for linking strategic planning and execution, such as keeping strategies simple and concrete, debating assumptions rather than forecasts, and continuously monitoring performance. Following these rules can help determine if issues lie with the strategy, planning, or execution. The payoff is being able to make quick mid-course corrections to achieve strategic goals.
Agile strategy execution framework, part 1Alan Leeds
This presentation shows how agile concepts can be combined with strategy execution best practices, resulting in a meaningful, practical and quickly deployable strategy execution framework.
Vodafone's co-creation process involves partnering with large multinational customers to drive innovation. It begins with workshops to understand customer needs and identify areas for collaboration. Vodafone and the customer then work together in an innovation "Studio" to rapidly develop prototypes through practices like design thinking and lean startup. Their goal is to generate disruptive ideas that create new markets and value for both companies.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
WORKSHOP 1 – TURNING STRATEGY INTO GREAT PERFORMANCECFG
This document summarizes key concepts from a workshop on turning strategy into great performance for charities and non-profits. It discusses (1) different perspectives on strategy, including execution, emergence, and strategic intuition; (2) the importance of mission and adapting strategy to fulfill an organization's mission; and (3) the role of leadership, communication, and strategic deliberations in developing and implementing effective strategies. The workshop aimed to draw on both academic and practical views to help non-profit leaders and finance staff strengthen their approach to strategy.
This document discusses the importance of effectively communicating and implementing strategy throughout an organization. It provides examples of how strategic principles can guide resource allocation and define boundaries for employees. When strategic plans are clearly communicated and trade-offs are forced, as was the case for Southwest Airlines, companies can flourish even in volatile environments. For strategic principles to be effective, action is required beyond just planning. Companies like AOL and Vanguard Group have empowered employees to make decisions and experiment within set boundaries to successfully execute on strategic goals. Overall strategic principles must be consistently applied from the top-down and continually adapted over time to changing conditions.
Walgreens strives to improve its chances of successful transformations through a holistic approach that includes: end-to-end value chain assessments, process optimization and automation, active aligned leadership, a clear governance structure, and an enterprise roadmap overseen by leadership. This approach requires integrated change plans involving training, communication, stakeholder engagement, organizational alignment, and readiness measurement to link Walgreens' long-term strategy to operational realities over three years and pursue continuous improvement through assessments.
This document provides a summary of a master's thesis titled "Cracking the Code of Strategy Execution". The thesis explores why there is often a gap between corporate strategy formulation and execution. It aims to understand the causes of this gap and provide a method for organizations to successfully bridge it.
The thesis is divided into three parts. Part one defines the gap, examines why strategy execution fails, and what strategy execution entails. Part two identifies five "strategy execution syndromes" that can inhibit execution, such as resistance, lack of motivation, and groupthink. Part three proposes a strategy execution model and provides guidance on translating, adapting, and implementing strategies while avoiding the syndromes.
The thesis uses an eclectic research
Turning Great Strategy Into Great Performanceepgdbm090125
This document discusses how to close the strategy-to-performance gap that many companies face. It provides 7 rules for linking strategic planning and execution, such as keeping strategies simple and concrete, debating assumptions rather than forecasts, and continuously monitoring performance. Following these rules can help determine if issues lie with the strategy, planning, or execution. The payoff is being able to make quick mid-course corrections to achieve strategic goals.
Agile strategy execution framework, part 1Alan Leeds
This presentation shows how agile concepts can be combined with strategy execution best practices, resulting in a meaningful, practical and quickly deployable strategy execution framework.
Vodafone's co-creation process involves partnering with large multinational customers to drive innovation. It begins with workshops to understand customer needs and identify areas for collaboration. Vodafone and the customer then work together in an innovation "Studio" to rapidly develop prototypes through practices like design thinking and lean startup. Their goal is to generate disruptive ideas that create new markets and value for both companies.
This article presents the Strategy Execution Model– a comprehensive management model that allows managers to master one of the greatest management challenges – successfully implementing strategies. The powerful framework incorporates 18 success factors that are related to the strategy, its execution, mobilizing the people, aligning the organization and building systems to monitor and control the execution. Collectively, these tools help organizations plan and execute their strategies but also monitor, learn and adapt their strategy and its execution to achieve sustainable organizational success.
WORKSHOP 1 – TURNING STRATEGY INTO GREAT PERFORMANCECFG
This document summarizes key concepts from a workshop on turning strategy into great performance for charities and non-profits. It discusses (1) different perspectives on strategy, including execution, emergence, and strategic intuition; (2) the importance of mission and adapting strategy to fulfill an organization's mission; and (3) the role of leadership, communication, and strategic deliberations in developing and implementing effective strategies. The workshop aimed to draw on both academic and practical views to help non-profit leaders and finance staff strengthen their approach to strategy.
This document discusses the importance of effectively communicating and implementing strategy throughout an organization. It provides examples of how strategic principles can guide resource allocation and define boundaries for employees. When strategic plans are clearly communicated and trade-offs are forced, as was the case for Southwest Airlines, companies can flourish even in volatile environments. For strategic principles to be effective, action is required beyond just planning. Companies like AOL and Vanguard Group have empowered employees to make decisions and experiment within set boundaries to successfully execute on strategic goals. Overall strategic principles must be consistently applied from the top-down and continually adapted over time to changing conditions.
Gear slippage with strategic execution is a universal norm—but, it does not have to be
Limitations of the traditional Project Management Office (PMO)
Establishing ‘force multiplication’ for PE Operating Partners
Best practices for post-merger integration can be applied across the enterprise
Creating a “Culture of Execution” where managers embrace getting things done
Building healthier companies by teaching companies to execute rather than “taking over”
There is a better way: the ‘Change Management Acceleration Process’
This document provides a checklist and overview for conducting due diligence for buy-side mergers and acquisitions (M&A). It discusses common M&A pitfalls such as improper target identification, overpaying, unrealistic synergies expectations, and failure to integrate. The checklist covers understanding corporate strategy, performing due diligence, post-acquisition integration considerations, valuation approaches, acquisition financing terms, engaging potential targets, and post-merger success factors. Financial due diligence areas are also outlined. The document aims to help practitioners avoid common M&A failures by taking a logical approach and thorough due diligence.
STRATEGY IMPLEMENTATION: TURNING GREAT STRATEGY INTO GREAT PERFORMANCETANKO AHMED fwc
Strategy in human affairs is vested more in the process of leading following and doing things with specific ends, goal or objects in mind. Great strategies precipitate great performance by means of sound strategic management process including strategy formulation and implementation. This paper discusses the process of turning great strategy into great performance by means of inspiration. The paper seeks to arouse the daring spirit of extraordinary performance founded on sound strategy formulation and implementation. This is in contribution to a thematic course for middle and senior executive on policy, leadership and strategy. The paper also dedicates a simulation exercise to the implementation of new national health policy in Nigeria. The British popular phrase of ‘who dares win’ is captured as the battle cry of the exercise.
Crescendus™ | Straight Talk on Project Management ExecutionCrescendus™
Crescendus™ | Straight Talk on Project Management Execution
Project Execution- Dealing with multiple-departmental employees working on a Project.
JUNE 2014. | Copyright Crescendus™ 2014. All Rights Reserved.
GlaxoSmithKline (GSK) adopted the Accelerating Delivery & Performance (ADP) approach to improve its business performance and ability to face challenges. ADP combines the GSK Change Framework, GSK Fundamentals of Delivery, and a focus on metrics. It was developed starting in 2009 by combining Lean Sigma, project management, and organizational development. By 2012, over 350 employees had become expert practitioners in applying ADP's principles and over 3,000 employees were actively using it in their daily work. The program has continued expanding ADP across GSK while adapting and improving it.
The document outlines a presentation on developing and implementing organizational strategy. It discusses defining an organization's mission, identifying strategic expectations through analyzing the competitive environment and a company's internal strengths and weaknesses, evaluating strategic options, selecting the best strategic fit, and aligning operations to execute the strategy. The presentation uses an example case of an airline called Sky Air that is shifting its strategy from growth to profitability to illustrate these concepts. Attendees are engaged to discuss and apply the strategic planning framework to Sky Air's situation.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Programme Managers are from Mars Change Managers are from VenusJoan Dobbie
Both project management and organisational change management are well established disciplines, with distinct bodies of knowledge and approaches. Historically practitioners of each discipline had limited experience in the other. But increasingly it’s recognised that if business change is to succeed, and deliver value, both change and project management are required.
Australian Institute of Project Management National Conference 2012
Catchball is a system of negotiation within the Hoshin Kanri approach for strategic planning. Catchball balances stretch targets with operational ability, resulting in enterprise-wide strategic alignment and buy-in.
Knowledge ➡ Insight ➡ Empowerment ➡ Results!
Visit us at https://www.knowhowinnovations.com
A straight forward and repeatable approach to creating Enterprise Agility by Connecting Strategy to Execution through the use of Facilitated Articulation, A3 Planning, Kanban Project Management, and Agile technology development. The approach results in alignment and drives effective change management.
Horváth & Partners: Office of Strategy ManagementDr. Tim Wolf
60-90 percent of strategies fail in execution. Dr. Tim Wolf from Horváth & Partners presented 10 key success factors for strategy implementation at the Strategy Execution & Performance conference in Saudi Arabia 2015. He introduced the concept of an Office of Strategy Management to generate significant improvement potentials to strategy work.
Secrets to successful strategy executionAnika Rahman
This document discusses strategies for successful strategy execution. It begins by outlining the building blocks of crafting and executing strategy, including developing vision/mission/values, setting objectives, crafting strategy, execution, and monitoring. It then discusses why strategy often fails, such as lack of communication, accountability, or necessary information. The document presents Harvard Business Review research finding most companies are weak in execution. It provides examples of companies where strategy failed due to these issues. Finally, it outlines a six-step roadmap for strategic execution: describe and measure objectives, prioritize initiatives, take feedback, communicate the strategy, coordinate/integrate efforts across the organization, and link the strategy to budgeting. The overall message is that good strategy plus
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Workshop: Visioning the future of built environment and preliminary concept i...Ricardo Mejia Sarmiento
The document discusses future-oriented design and planning methods for complex issues like urbanization and energy management. It defines key terms like vision statements and scenarios, and explains the importance of collaboration across groups. Forecasting, scenario analysis, and backcasting are presented as strategic planning techniques used to explore alternative futures and assess feasibility of long-term scenarios in a flexible way. The workshop aims to get participants visioning the future of the built environment and generating preliminary concept ideas.
The document discusses using Hoshin Kanri, or policy deployment, to develop a continuous improvement culture. It describes the key elements of Hoshin Kanri, including establishing organizational visions and 3-5 year breakthrough objectives, developing annual breakthrough objectives and improvement priorities, and implementing priorities through a 7 step process of planning, implementation, and review. It emphasizes using a few critical priorities and visual management to focus organizational efforts.
This presentation is a brief description of the gap analysis, meaning definition of gap analysis, application of gap analysis along with the advantages and disadvantages of gap analysis.This is quite useful for students who need to understand the concept of gap analysis.
Agile Strategy Execution breaks new ground by providing expert guidance for leaders and practitioners on revolutionizing how they execute strategy. It presents an Agile Strategy Execution Framework that is aligned, accountable and responsive. This framework incorporates Agile concepts with best practices for strategy execution. It defines what organizations that execute strategy agilely look like, with values like continuous delivery of value, transparency, and valuing collaboration. The benefits of this framework include providing a taxonomy for measuring and communicating strategy execution processes in an open way.
Agile Strategy Execution breaks new ground by providing expert guidance for leaders and practitioners on revolutionizing how they execute strategy. It presents an Agile Strategy Execution Framework that is aligned, accountable and responsive. This framework incorporates Agile concepts with best practices for strategy execution. It defines what organizations that execute strategy agilely look like, with values like continuous delivery of value through learning and collaboration. The benefits of this framework include providing a taxonomy for measuring and communicating strategy execution processes in a transparent, inclusive way.
It's not lean, it's agile at scale.. the Hoshin Kanri wayPierre E. NEIS
Nowadays, in the Agile world, we ask ourselves how to scale up.
Before Agile, Toyota used an approach called Hoshin Kanri to get aligned before start.
This is perhaps an interesting point for us to address?
Using future scenarios is a valuable complement to the strategy and strategic thinking process....these two presentations aim to provide a high-level overview of the approach and potential value to be gained.
Steve Calder: Business Benefits of GIS: An ROI ApproachAGI Geocommunity
The document outlines an approach for building an ROI case to secure funding for geospatial technology investments. It involves a 10-step process to 1) identify business opportunities, 2) prioritize opportunities based on value and ease of implementation, 3) construct a GIS program to deliver benefits, 4) define project controls, 5) calculate costs, 6) estimate quantifiable benefits, 7) calculate financial metrics like ROI, 8) create a benefits roadmap, 9) present the case in a final report, and 10) obtain support and commitment across the organization. The approach aims to link GIS initiatives to strategic objectives and prove value in quantifiable terms.
Gear slippage with strategic execution is a universal norm—but, it does not have to be
Limitations of the traditional Project Management Office (PMO)
Establishing ‘force multiplication’ for PE Operating Partners
Best practices for post-merger integration can be applied across the enterprise
Creating a “Culture of Execution” where managers embrace getting things done
Building healthier companies by teaching companies to execute rather than “taking over”
There is a better way: the ‘Change Management Acceleration Process’
This document provides a checklist and overview for conducting due diligence for buy-side mergers and acquisitions (M&A). It discusses common M&A pitfalls such as improper target identification, overpaying, unrealistic synergies expectations, and failure to integrate. The checklist covers understanding corporate strategy, performing due diligence, post-acquisition integration considerations, valuation approaches, acquisition financing terms, engaging potential targets, and post-merger success factors. Financial due diligence areas are also outlined. The document aims to help practitioners avoid common M&A failures by taking a logical approach and thorough due diligence.
STRATEGY IMPLEMENTATION: TURNING GREAT STRATEGY INTO GREAT PERFORMANCETANKO AHMED fwc
Strategy in human affairs is vested more in the process of leading following and doing things with specific ends, goal or objects in mind. Great strategies precipitate great performance by means of sound strategic management process including strategy formulation and implementation. This paper discusses the process of turning great strategy into great performance by means of inspiration. The paper seeks to arouse the daring spirit of extraordinary performance founded on sound strategy formulation and implementation. This is in contribution to a thematic course for middle and senior executive on policy, leadership and strategy. The paper also dedicates a simulation exercise to the implementation of new national health policy in Nigeria. The British popular phrase of ‘who dares win’ is captured as the battle cry of the exercise.
Crescendus™ | Straight Talk on Project Management ExecutionCrescendus™
Crescendus™ | Straight Talk on Project Management Execution
Project Execution- Dealing with multiple-departmental employees working on a Project.
JUNE 2014. | Copyright Crescendus™ 2014. All Rights Reserved.
GlaxoSmithKline (GSK) adopted the Accelerating Delivery & Performance (ADP) approach to improve its business performance and ability to face challenges. ADP combines the GSK Change Framework, GSK Fundamentals of Delivery, and a focus on metrics. It was developed starting in 2009 by combining Lean Sigma, project management, and organizational development. By 2012, over 350 employees had become expert practitioners in applying ADP's principles and over 3,000 employees were actively using it in their daily work. The program has continued expanding ADP across GSK while adapting and improving it.
The document outlines a presentation on developing and implementing organizational strategy. It discusses defining an organization's mission, identifying strategic expectations through analyzing the competitive environment and a company's internal strengths and weaknesses, evaluating strategic options, selecting the best strategic fit, and aligning operations to execute the strategy. The presentation uses an example case of an airline called Sky Air that is shifting its strategy from growth to profitability to illustrate these concepts. Attendees are engaged to discuss and apply the strategic planning framework to Sky Air's situation.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Programme Managers are from Mars Change Managers are from VenusJoan Dobbie
Both project management and organisational change management are well established disciplines, with distinct bodies of knowledge and approaches. Historically practitioners of each discipline had limited experience in the other. But increasingly it’s recognised that if business change is to succeed, and deliver value, both change and project management are required.
Australian Institute of Project Management National Conference 2012
Catchball is a system of negotiation within the Hoshin Kanri approach for strategic planning. Catchball balances stretch targets with operational ability, resulting in enterprise-wide strategic alignment and buy-in.
Knowledge ➡ Insight ➡ Empowerment ➡ Results!
Visit us at https://www.knowhowinnovations.com
A straight forward and repeatable approach to creating Enterprise Agility by Connecting Strategy to Execution through the use of Facilitated Articulation, A3 Planning, Kanban Project Management, and Agile technology development. The approach results in alignment and drives effective change management.
Horváth & Partners: Office of Strategy ManagementDr. Tim Wolf
60-90 percent of strategies fail in execution. Dr. Tim Wolf from Horváth & Partners presented 10 key success factors for strategy implementation at the Strategy Execution & Performance conference in Saudi Arabia 2015. He introduced the concept of an Office of Strategy Management to generate significant improvement potentials to strategy work.
Secrets to successful strategy executionAnika Rahman
This document discusses strategies for successful strategy execution. It begins by outlining the building blocks of crafting and executing strategy, including developing vision/mission/values, setting objectives, crafting strategy, execution, and monitoring. It then discusses why strategy often fails, such as lack of communication, accountability, or necessary information. The document presents Harvard Business Review research finding most companies are weak in execution. It provides examples of companies where strategy failed due to these issues. Finally, it outlines a six-step roadmap for strategic execution: describe and measure objectives, prioritize initiatives, take feedback, communicate the strategy, coordinate/integrate efforts across the organization, and link the strategy to budgeting. The overall message is that good strategy plus
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Workshop: Visioning the future of built environment and preliminary concept i...Ricardo Mejia Sarmiento
The document discusses future-oriented design and planning methods for complex issues like urbanization and energy management. It defines key terms like vision statements and scenarios, and explains the importance of collaboration across groups. Forecasting, scenario analysis, and backcasting are presented as strategic planning techniques used to explore alternative futures and assess feasibility of long-term scenarios in a flexible way. The workshop aims to get participants visioning the future of the built environment and generating preliminary concept ideas.
The document discusses using Hoshin Kanri, or policy deployment, to develop a continuous improvement culture. It describes the key elements of Hoshin Kanri, including establishing organizational visions and 3-5 year breakthrough objectives, developing annual breakthrough objectives and improvement priorities, and implementing priorities through a 7 step process of planning, implementation, and review. It emphasizes using a few critical priorities and visual management to focus organizational efforts.
This presentation is a brief description of the gap analysis, meaning definition of gap analysis, application of gap analysis along with the advantages and disadvantages of gap analysis.This is quite useful for students who need to understand the concept of gap analysis.
Agile Strategy Execution breaks new ground by providing expert guidance for leaders and practitioners on revolutionizing how they execute strategy. It presents an Agile Strategy Execution Framework that is aligned, accountable and responsive. This framework incorporates Agile concepts with best practices for strategy execution. It defines what organizations that execute strategy agilely look like, with values like continuous delivery of value, transparency, and valuing collaboration. The benefits of this framework include providing a taxonomy for measuring and communicating strategy execution processes in an open way.
Agile Strategy Execution breaks new ground by providing expert guidance for leaders and practitioners on revolutionizing how they execute strategy. It presents an Agile Strategy Execution Framework that is aligned, accountable and responsive. This framework incorporates Agile concepts with best practices for strategy execution. It defines what organizations that execute strategy agilely look like, with values like continuous delivery of value through learning and collaboration. The benefits of this framework include providing a taxonomy for measuring and communicating strategy execution processes in a transparent, inclusive way.
It's not lean, it's agile at scale.. the Hoshin Kanri wayPierre E. NEIS
Nowadays, in the Agile world, we ask ourselves how to scale up.
Before Agile, Toyota used an approach called Hoshin Kanri to get aligned before start.
This is perhaps an interesting point for us to address?
Using future scenarios is a valuable complement to the strategy and strategic thinking process....these two presentations aim to provide a high-level overview of the approach and potential value to be gained.
Steve Calder: Business Benefits of GIS: An ROI ApproachAGI Geocommunity
The document outlines an approach for building an ROI case to secure funding for geospatial technology investments. It involves a 10-step process to 1) identify business opportunities, 2) prioritize opportunities based on value and ease of implementation, 3) construct a GIS program to deliver benefits, 4) define project controls, 5) calculate costs, 6) estimate quantifiable benefits, 7) calculate financial metrics like ROI, 8) create a benefits roadmap, 9) present the case in a final report, and 10) obtain support and commitment across the organization. The approach aims to link GIS initiatives to strategic objectives and prove value in quantifiable terms.
The Project Management Process - Week 2Craig Brown
This document discusses various aspects of project and portfolio management. It covers strategic planning, identifying projects, project proposals, selection methods, and factors that contribute to project success. Key points include the importance of aligning projects with organizational strategy, using techniques like cost-benefit analysis and weighted scoring to select projects, and how project management processes have improved over time, leading to higher success rates.
The document discusses project selection and portfolio management. It covers identifying potential projects, evaluating project proposals, and selecting projects using various methods like financial analysis and weighted scoring models. The goal is to choose projects that are strategically aligned and will contribute to the organization's objectives and mission. Project portfolio management helps prioritize projects, allocate resources efficiently, and balance risk across all initiatives.
Many organizations are great at creating strategy yet struggle to implement even 50 percent of their strategic objectives. Their objectives are rarely too difficult or unattainable; rather it comes down to the capacity and capability of the organization’s leadership. In this session, learn how teaching managers and staff how to lead effectively can expedite the execution of your strategic objectives and position your organization to outperform your competitors.
The document provides information about an upcoming Rotary Foundation seminar in Cairo, Egypt on November 16-17, 2017. It introduces PDG Mohamed Delawer, the keynote speaker, and outlines his extensive experience over 27 years training Rotary leaders in principles of leadership, communication, strategic planning, and membership development. It also provides a brief biography of Delawer, noting his career and community involvement in Egypt and the Middle East.
Effective Implementation Of Strategic Initiatives Nov 2009giseke
The document summarizes a seminar on effective implementation of strategic initiatives. The seminar will cover best practices in strategic planning and execution, including developing strategic goals and objectives, identifying strategic initiatives, and managing business change associated with successful strategic execution. The seminar aims to provide an interactive learning experience and pragmatic advice based on the presenter's experience in strategic roles across different industries.
This document provides an overview of strategic management. It defines strategic management and outlines its key benefits. It describes the strategic management process, which includes identifying vision/mission, conducting SWOT analysis, formulating strategy, implementing strategy, and evaluating strategy. It also discusses the three levels of strategy - corporate, business, and functional. Finally, it explains concepts like growth strategy, stability strategy, vertical integration, horizontal integration, diversification, and concentration strategy.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
The document discusses various aspects of strategic planning, including:
- Strategic plans look further out (3-5 years) compared to operational plans (1-3 years) and tactical plans (1 year or less).
- The goals of strategic planning are to help decision-makers understand the business strategy and respond quickly to changes, and to increase strategic creativity.
- Strategic planning is a disciplined process to make fundamental decisions that shape the organization's direction, actions, and purpose.
Strategic planning is defined as the “enhancing its success by dealing with weaknesses and threats as well as the strengths and opportunities that present themselves to the organisation. It involves selecting from a range of strategies and building a plan to carry out those strategies, including marshaling the resources and organisational elements necessary to carry out the plan and evaluate its performance” (Vargoa & Seville, 2011:5621).
Check out @ www.eleaderstochange.com
Follow: #eleaders2change
This document discusses strategic planning for information security. It outlines the roles of key planning professionals like the CIO and CISO. The CIO translates strategic plans into security objectives while the CISO plans tactical and operational security measures. Effective planning requires defining values, vision, and mission statements. Strategic plans should then guide tactical and operational planning over multiple levels. The document contrasts top-down versus bottom-up approaches for implementing information security plans.
What is the business value of my project?Joe Raynus
Most projects do not meet their expected business goals even if they are completed on time and on budget. The presentation argues that project teams need to focus more on strategic alignment and delivering business value rather than just meeting schedules and budgets. It recommends that project managers develop a clear problem statement and value proposition upfront, and define project outcomes and benefits in a business case to better link project work to organizational strategy and goals. Taking a more strategic approach will help ensure projects are delivering the expected value and benefits to stakeholders.
Best Practices in Financial Planning and Analysis | 2013 Business Analytics S...Cartegraph
Loras College is proud to present our annual Business Analytics Symposium on March 27, 2014 at the Grand River Center in Dubuque, IA. Industry experts will share their insights about the evolving field of business analytics opportunities. Learn about everything from best practices when analyzing data to the importance and benefits of building a culture of analytics within your organization.
To learn more, secure your seat or to take advantage of group discounts visit www.loras.edu/bigdata.
Living in Color: Carving Out Safe Spaces For Community by Danielle Cadet (Man...Hilary Ip
This document outlines a community for black millennial women to openly share their experiences without fear of negativity from others who may not understand their background. It describes the community as a safe space that is substantive, black-specific, real, celebratory, and unapologetic. The goals are to spark conversation, debunk myths, challenge stereotypes, create safe spaces, and allow for authentic conversation.
Testing New Revenue Streams by Stefanie Rapp (SVP, Revenue Strategy, Bleacher...Hilary Ip
This document discusses Bleacher Report's (B/R) efforts to test new revenue streams through various brand and content initiatives. It outlines several B/R brand extensions like House of Highlights, B/R Football, and B/R Kicks that have large social media followings and engage fans across platforms. The document also presents data on B/R's overall social footprint and reach among fans as well as content opportunities through award-winning journalism, branded content, experiential events, and merchandise partnerships. It poses the question of where to go next with these revenue-testing strategies.
Building A New Ecosystem: The Role of Partnerships at an OTT Service by Justi...Hilary Ip
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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4. The design process overshadowed
the design problem
Beautiful designs…… ……but no architecture.
5. 1. Strategic planning and strategy development are
concerned with different sets of issues
2. The wrong metaphors are often used to describe a
strategic plan – often misrepresenting its capabilities.
3. Strategy development is thought to be a more deliberate
process than it often is.
4. Strategy is often portrayed as a linear process:
“complete the design….then switch to execution”.
Strategic planning processes
often overshadow strategy
6. 1. Strategic planning and strategy
development are concerned with different
sets of issues.
7. Planning is about imposing order
Execution
Organizational alignment and coordination
Growth and financial outcomes
Strategy is about a rationale for decision-making
Assessing the environment
Designing (or discovering) advantages
Developing a value proposition
Establishing a competitive position
8. Planning Issues Strategy Issues
Absolute values
Benchmarks for success Reasons for success
vs
vs
Relative values
Management
accountability is
established through these.
Organizational bandwidth
is consumed by these.
10. This man may be
laboring under
the guidance of a
strategic plan.
Focusing on
execution while
losing sight of
strategy
11. 2. The wrong metaphors are often used to
describe a strategic plan – misrepresenting
its nature.
12. A strategic plan is often
portrayed as a “roadmap” (…
but it’s not).
A map is a “proven” pathway.
It’s after the fact.
A strategic plan is before the
fact (ex ante).
(Ex post facto) Nile
A strategic plan is often
thought of as a “blueprint”
(…but it’s not)
….blueprint is ex ante.
…but not subject to great
uncertainty.
17. A forecast can represent very different things:
•A true belief of the future
•A company’s aspirations for the future
•A necessary set of goals (“minimum viable future”)
•A single scenario of future (among many)
A strategic plan is inherently uncertain….
….but in many ways it portrays control
18. 3. Strategy-development is thought to be
more deliberate than it often is.
….or
discover
them?
Do we
create
strategies?
Strategy looks deliberate through frameworks
19. (A view championed by Henry Mintzberg)
Deliberate Strategy
(Intended Strategy)
Realized Strategy
Realized Strategy
(“Emergent Strategy”)
Deliberate
Strategy
Em
ergent
Forces
21. Design School
Planning School
Cognitive School
Positioning School
Entrepreneurial School
Cultural School
Mintzberg’s 10 School’s of Strategy Formulation
Environmental School
Power School
Learning School
PRESCRIPTIVE DESCRIPTIVE
A process of conception –
match capabilities to the
environment
Analytical – seeking strategic
positions in the marketplace
A formal process – rigorous
planning and execution
“Vision” drives strategy
Mental processes / cognitive
psychology drive strategic
decision-making
Emergent – world too
complex to develop fully
formed strategies all at once
Reactive – initiative begins
with the external environment
Collective and cooperative
process – involve all parties
Internal group negotiations
Configuration School
Integrates concepts from the
other schools – different
approaches for different
organizational states.
23. 4. Strategy is often portrayed as a linear
process:
“complete the design….then switch to
execution”
24. Strategy development fits “awkwardly” within a
linear planning process:
Environmental
Assessment
Formulate
Strategy
Design the
Overall
Process
Outline
Financial
Forecasts
Formulate
Operational
Plans
Formulate
Strategy
This thing is not
like the others
25. A creative act in search of
unique opportunities
Hard to fit into a schedule
A B C D
Strategic Planning Strategy Formulation
A process-oriented,
step by step activity
Almost always driven
by a time schedule
27. 1. Strategic planning and strategy development are
concerned with different sets of issues
2. The wrong metaphors are often used to describe a
strategic plan – misrepresenting its promise.
3. Strategy development is thought to be more deliberate
than it often is.
4. Strategy isn’t a simple linear process:
“complete the design…….then switch to execution”.
The four things again….
28. So What ?
How can we better position the relationship
between strategy development and strategic
planning……..and to the benefit of both?
The strategic planning process may not facilitate
strategy creation but …….
…….the strategic plan itself can play a key role
in strategy assessment.
29. 1. Consider formally disconnecting strategy making
from the “annual strategic planning process”
Henry Mintzberg: “strategy cannot be systematized”.
Jan Feb Mar Apr
May Jun July Aug
Sep Oct Nov Dec
30. 2. Highlight uncertainty/risk in the strategic plan.
• Gather probabilistic data not just deterministic data
• Quantify the uncertainty and its impact on the plan
• Focus on implications of differing outcomes
Keep the focus on both forecast and strategy
31. Strategic Plan:
Forecasting Tool vs Decision Tool
Degree of Future Uncertainty
HighLow
DecisionTool
ForecastTool
3. Where is your company on this axis?
32. Planning Issues:
Revenue growth
Capital expense planning
Expand distribution
Product line expansion
Training programs
Cost reduction efforts
Strategy Issues:
Future competitive
environment scenarios
Clarity of value proposition
Clarity of competitive
advantage
How functional decisions
inter-relate
Explicit about trade-offs
Focus on the Relationships Between Planning and Strategy
33. 1. Strategic planning and
strategy making address
different sets of issues.
Plans & Forecasts
vs
Relative Advantages &
Positions
2. Strategic planning framed as a linear
process: design 1st….execution 2nd.
Create an independent organizational focus around
strategy development -- don’t bury it within the
strategic planning process.
34. 3. We use the wrong
metaphors to describe a
strategic plan.
4. Strategy-development is
thought to be more
deliberate than it often is.
Strategic
Plan
(Lengthy
and highly
detailed)
These misrepresents the capabilities of a strategic plan
Position the strategic plan as an uncertain opportunity
not as a blueprint of the future.
Use that uncertainty to focus the organization on the
quality and versatility of the underlying strategy.
Many years ago, before attending business school I studied architecture in college.
Architects of great notoriety would come through and share with us some of their recent work.
One much heralded architect of the time arrived and gave a dazzling presentation of gorgeous drawings, one in particular of a house….
drawings.
Most interesting is that he was still willing to present the drawings to our architecture class….presumably as an example of good work……as though they still had relevance in spite of the fact that they didn’t solve the problem. The drawings were beautiful, no doubt, but on a fundamental level, it was a failed design…..a beautiful looking, failed design.
What happened? How does something get to be that far over budget in the design phase?
Most interesting is that he was still willing to present the drawings to our architecture class….presumably as an example of good work……as though they still had relevance in spite of the fact that they didn’t solve the problem. The drawings were beautiful, no doubt, but on a fundamental level, it was a failed design…..a beautiful looking, failed design.
One explanation might be that the process took over. The design process took over. Processes are designed to facilitate end goals, but sometimes those processes are subject to other influences that may overshadow their primary goals.
In the case of architectural design, there’s a strong desire to produce something that is logical and elegant visually because that’s how the solution is communicated. The budget doesn’t show up anywhere on the drawings. And if the architect fails to meet a budget, resulting in an unbuilt design – doesn’t impugn their design legacy. Both built and unbuilt designs get included in the monograph that highlight’s the architect’s work. The highlight reel in book form if you will. [Beautiful designs….] [….but no architecture]
So there are other influences on the design process than just getting the building built.
So what has that got to do with strategy and strategic planning?
Like architectural design, strategic planning is a process that is also subject to influences that can distract it from the goal of strategy development.
I’d like to tee up 4 issues that inhibit us from creating a better relationship between strategy making and strategic planning. [Go through the four]
(I’m not implying that there are only 4.) In fact, an obvious 5th is long-term strategic planning colliding with near-term budgeting. Near –term budgeting often drives a lot of management financial incentives. Nearer-term financial incentives and longer-term investment objectives may or may not align in any given year.
Let’s talk more about them one by one…. [Slide]
Planning around strategy is concerned with a different set of questions than is formulating and assessing strategy
Plans and timelines
Across functions, project sequencing
Market share, cash generation, ROI
Formulation is about creating a competitive position
What future circumstances would support or undermine our position in the marketplace
Modes of competition, establishing competitive advantage
How functional strategies inter-relate; making deliberate trade-offs
Within a formal planning process, the sheer detail and weight of the planning issues, can outweigh some of the right-side concerns around planning.
Heightened by the fact that they drive accountability which means there’s a lot on the line personally for management,
This, of course, is Sisyphus rolling the boulder up the hill only to have it get away from him and roll back down before he makes it too the top. He’ll then begin the process over with the same result, etc., etc.
Now I know he didn’t choose to do this, he was condemned by Zeus (or someone) but that’s the mythological underpinning of this story but that has nothing to do with the point I want to make.
The point I wish to make is that this behavior is the type of behavior that could be driven by a strategic plan. Think about it. The major components could all be there: defined objective; defined resources; may have a defined time schedule; specified activity and method, etc. etc. All the elements of a plan could be in place. Of course, he never gets to the top….but he keeps on executing…….and he likely thinks it’s a flaw in the execution.
It may be time to re-think the strategy (but it’s hard to because everyone’s already aligned behind the plan – perhaps some board has already accepted it – it’s got momentum that’s hard to stop. And that can overshadow strategy?? [Slide….]
A real map is not a “theoretical” pathway or a potential pathway – it’s the actual pathway. It’s going to get you there. It is a simple matter of execution. Not much uncertainty.
There’s plenty of uncertainty in a strategic plan. Following a strategic plan is not a simple matter of execution.
Execution….adaptation……reassessment……organizations shouldn’t portray that as a problem……and force an unreasonable number of reconciliations to old views of the world.
In fact, a strategic plan is usually loaded with uncertainties
The materials used to represent the plan often don’t reflect that reality.
Some planners will attempt to assess and highlight uncertainty and risk within the plan but usually the punchline looks something like this…. [Slide]
………The financial outcome of all the assumptions.
By this stage in the document (usually the end), the emphasis is around this single scenario – which implies certainty. The inherent uncertainty in the forecast may perhaps have been spoken to – but the “single scenario” is what people tend to remember and reference later.
This isn’t always concerning -- it depends: how uncertain is the future believed to be for this company? Some industries and companies face a lot more future uncertainty than do others.
If uncertainty is thought to be high and a typical deterministic financial forecast is the only thing they manage to,
I’ve wondered what would happen if you presented something like this….
Numbers fade in future years…..to suggest that they’re more “elusive” the further out they are.
This would probably just irritate people – but the point would be to inhibit the viewer from thinking about each section of the forecast in the same way. [Slide]
….or here’s another idea: “risk code” selected numbers.
A different color would mean that the degree of uncertainty (or perceived risk) is materially higher than the average across the forecast.
Both suggestions could be problematic for any number of reasons -- but the point is to highlight the circumstances you’re managing to rather than ignore them out of convenience.
Furthermore, degree of certainty aside, these numbers can mean many different things.
Org belief about the future that planning conforms to. The org seeks to accommodate its relationship to the environment.
Rallying cry for the organization – something to aspire to that’s designed to drive new thinking. The org may seek to change its relationship to the environment.
Outline a “minimum viable future” – anything less “wouldn’t be worth managing to”.
May be seen as a single outcome within a range of potential outcomes with differing likelihoods but are all reasonable.
Often means different things to different people even within the same organization.
Long debated question around the extent to which a company’s strategy is the result of its deliberate efforts or the collection of its responses to the competitive environment over many years.
I think there’s a consensus around it being some of both.
Many popular frameworks reflect the deliberate dimension of strategy development (which is not to say that the people that developed these frameworks don’t also acknowledge the reality of “discovered” strategy).
How often do deliberate attempts at strategy development translate directly into the strategies that are realized – over time?
I doubt that it’s even possible to trace the origin of every dimension of a company’s strategy – even the most critical elements – to deliberate decision-making versus a response of some kind to unanticipated challenges or opportunities.
….but there are many interesting examples of this: [Slide]
Returning to Mintzberg for a moment, he wrote an interesting, if not somewhat tedious book called “Strategy Safari” in which he laid out his so-called “10 Schools of Strategy Formulation”. Only 3 represent deliberate strategy making as we usually envision it.:
Design (process of conception – informal design); Planning (formal process); Positioning (analytical – seeking strategic positions in the economic marketplace);
The other 7 represent influences that aren’t easily “structurable” to enable deliberate strategy making:
Entrepreneurial (visionary); Cognitive (mental – cognitive psychology describes strategic decision-making); Learning (emergent – world too complex to allow strategies to be developed all at once as clear plans or visions); Power (negotiation – by internal groups or by orgs as they confront their external environments); Cultural (collective and cooperative); Environmental (reactive – initiative begins with the external environment); Configuration (transformation – integrating concepts from the other schools; distinguishing the different stages or states of an organization, diff approaches are required or naturally take hold).
Contrast between the various structured approaches to the planning process and the seemingly unstructurable strategy formulation processes which underpin that planning.
You may head in an initial direction…….
If strategy formulation tends to take a circuitous route over time, there should be little surprise that strategy execution will also take a somewhat similar path, albeit perhaps not as wild
…….but that path may be only somewhat represented by the strategic plan in any given year.
So we’ve outlined 4 beliefs about strategic planning and strategy development that risk undermining strategy development for the sake of strategic planning.
[Slide]
So what do we do with that?
Mintzberg argues that strategic planning can help coordinate planning efforts and measure progress on strategic goals, but that it occurs "around" the strategy formation process rather than within it.
Don’t allow the deterministic sections of the plan completely overshadow the fact of great risk and uncertainty.
Give it equal weight by highlighting it.
In other words, don’t let the organization forget that it must contemplate potential strategic decisions that arise from uncertainties – they should be top of mind. The company shouldn’t perceive itself to have left “strategy mode” and is living in “execution mode”.
If you’ve got multiple views of the future , you’re force to think about how well your underlying strategy may perform under these different conditions.
How “robust”, how resilient, how agile can you be, etc. – keeps a focus on strategy, not just executing to a single scenario.
If there’s a lot of risk in the plan and therefore, you’re using it primarily as a decision tool, which issues do you focus on – just strategy? Where do the planning metrics come in?
I’d argue that you focus disproportionately on the relationship between the two.