The document provides an overview of strategic planning and community strategy assessment. It discusses situational analysis to understand where an organization currently stands. A strategic plan outlines where an organization wants to go by defining its mission, vision, goals, and initiatives. It also describes the steps an organization will take to implement its strategy. The document uses examples and guidelines to explain key elements of strategic direction, including mission and vision statements, and how goals and initiatives align organizations to their strategic vision.
Utsav Mahendra : Designing and Managing Service Processes Utsav Mahendra
This document discusses key aspects of designing and managing service processes, including:
1. Developing a service blueprint by identifying key activities, distinguishing frontstage and backstage activities, charting activities in sequence, and establishing service standards.
2. The key components of service blueprinting including defining frontstage standards, specifying physical evidence, identifying customer actions, and separating frontstage, backstage, and support processes.
3. Improving reliability through failure proofing by analyzing reasons for failure and implementing fail-safe procedures to prevent errors from occurring.
This document outlines key aspects of new product development and product lifecycle strategies discussed in Chapter 9. It covers the new product development process from idea generation through commercialization. This includes identifying good product ideas, concept development and testing, developing a marketing strategy, and test marketing. It also discusses managing the process through customer-centered, team-based, and systematic approaches. Finally, it outlines the stages of the product lifecycle - introduction, growth, maturity, and decline - and strategies for each stage.
A business plan is a document that brings together the key elements of a business that include details about the products and services, the cost, sales and expected profits.
The document presents a marketing plan for a new venture. It defines key terms like market plan and marketing plan. It outlines the differences between a business plan and a marketing plan. It discusses the importance of marketing research and understanding the target market. Finally, it outlines the steps involved in preparing an effective marketing plan, including defining goals and objectives, developing marketing strategies, and implementing and monitoring the plan.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
Creativity and innovation ( keys to entrepreneurial success) Sara Elhadidy
The document discusses creativity and innovation in small businesses. It defines creativity as developing new ideas and looking at problems in new ways, while innovation is applying creative solutions. Six enablers of small business innovation are identified as passion, customer connection, agility, experimentation, limited resources, and collaboration. Innovations can be reactive, proactive, revolutionary, or evolutionary. The creative process involves seven steps - preparation, investigation, transformation, incubation, illumination, verification, and implementation. Various techniques for enhancing individual and organizational creativity are also provided.
This document provides an overview of managing corporate performance using the balanced scorecard approach. It discusses key components of performance management including identifying strategic objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps are presented as a framework to translate strategies into objectives and measures across each perspective. Examples are also given of strategy maps tailored for different corporate functions like HR, IT, finance and marketing.
The document discusses various strategic analysis tools and concepts for evaluating a business's current position and planning its future direction. It covers internal and external audits, SWOT analysis, PEST analysis, Porter's five forces, and different types of strategies for growth, competitive advantage, and contingency planning. Corporate culture and its influence on strategic planning are also mentioned.
Utsav Mahendra : Designing and Managing Service Processes Utsav Mahendra
This document discusses key aspects of designing and managing service processes, including:
1. Developing a service blueprint by identifying key activities, distinguishing frontstage and backstage activities, charting activities in sequence, and establishing service standards.
2. The key components of service blueprinting including defining frontstage standards, specifying physical evidence, identifying customer actions, and separating frontstage, backstage, and support processes.
3. Improving reliability through failure proofing by analyzing reasons for failure and implementing fail-safe procedures to prevent errors from occurring.
This document outlines key aspects of new product development and product lifecycle strategies discussed in Chapter 9. It covers the new product development process from idea generation through commercialization. This includes identifying good product ideas, concept development and testing, developing a marketing strategy, and test marketing. It also discusses managing the process through customer-centered, team-based, and systematic approaches. Finally, it outlines the stages of the product lifecycle - introduction, growth, maturity, and decline - and strategies for each stage.
A business plan is a document that brings together the key elements of a business that include details about the products and services, the cost, sales and expected profits.
The document presents a marketing plan for a new venture. It defines key terms like market plan and marketing plan. It outlines the differences between a business plan and a marketing plan. It discusses the importance of marketing research and understanding the target market. Finally, it outlines the steps involved in preparing an effective marketing plan, including defining goals and objectives, developing marketing strategies, and implementing and monitoring the plan.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
Creativity and innovation ( keys to entrepreneurial success) Sara Elhadidy
The document discusses creativity and innovation in small businesses. It defines creativity as developing new ideas and looking at problems in new ways, while innovation is applying creative solutions. Six enablers of small business innovation are identified as passion, customer connection, agility, experimentation, limited resources, and collaboration. Innovations can be reactive, proactive, revolutionary, or evolutionary. The creative process involves seven steps - preparation, investigation, transformation, incubation, illumination, verification, and implementation. Various techniques for enhancing individual and organizational creativity are also provided.
This document provides an overview of managing corporate performance using the balanced scorecard approach. It discusses key components of performance management including identifying strategic objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps are presented as a framework to translate strategies into objectives and measures across each perspective. Examples are also given of strategy maps tailored for different corporate functions like HR, IT, finance and marketing.
The document discusses various strategic analysis tools and concepts for evaluating a business's current position and planning its future direction. It covers internal and external audits, SWOT analysis, PEST analysis, Porter's five forces, and different types of strategies for growth, competitive advantage, and contingency planning. Corporate culture and its influence on strategic planning are also mentioned.
This presentation discusses strategy implementation. It covers the meaning of strategy implementation, management issues like annual objectives and policies, and functional issues in areas like marketing, finance, research and development, and management information systems. Strategy implementation is the action stage of strategic management where the focus is on efficiency and coordination across the organization to achieve objectives.
The document discusses developing new products and services, outlining the challenges companies face and processes used for new product development. It identifies various categories of new products and the main stages of developing new offerings. Additionally, it examines factors that influence the adoption of new products in the market and strategies for successful product launches.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
Market demand analysis helps companies understand consumer demand for products and services. This allows management to determine if they can successfully enter a market and generate profits. The first step is identifying the target market through surveys. Companies also assess what stage the business cycle is in - emerging, plateau, or declining. They develop products that meet specific consumer needs. Competition levels are analyzed to determine potential market share and profits.
This document discusses business ethics, social responsibility, and environmental sustainability as it relates to strategic management. It provides examples of unethical business practices like misleading advertising and environmental harm. It emphasizes the importance of establishing a clear code of business ethics and developing an ethics culture within an organization. It also addresses issues like bribery, social responsibility, social policy, and policies around retirement as they relate to strategic management.
Strategy implementation involves applying management processes to achieve desired results. It includes designing organizational structures, allocating resources, and developing information and decision-making processes. Common problems with strategy implementation are weak strategies, lack of proper training, insufficient resources, poor communication, and lack of follow through. There are different types of strategy implementation such as institutionalizing strategy, setting an organizational climate conducive to the strategy, developing operating plans, designing organizational structures, and periodically reviewing the strategy.
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
This lecture discusses strategies for evaluating internal factors that are important for strategic management. It covers topics such as internal audits, key internal forces within an organization like marketing, finance and operations, evaluating internal strengths and weaknesses, the resource-based view of evaluating internal resources, value chain analysis, and using an internal factor evaluation matrix to systematically analyze internal strengths and weaknesses. The goal is to help students understand how to assess internal capabilities that are vital for formulating, implementing and evaluating business strategies.
importance of Business plan in entrepreneurshipNeha Chouhan
This document discusses the importance of developing a business plan for entrepreneurship. It begins by defining a business and entrepreneurship. It then explains that a business plan is a selling document that conveys the promise of a business to potential backers. The document outlines the key components of a business plan, including an executive summary, company summary, products/services, market analysis, strategy, management, and financials. It emphasizes that a business plan provides insight into a business, can help secure financing, and allows owners to objectively evaluate strengths and weaknesses. Developing an extensive plan takes time but can prevent business failure and guide long-term success.
Chapter 2 strategic sales force managementLo-Ann Placido
The document discusses strategic sales force management. It covers integrating marketing and sales functions, with sales providing market intelligence and marketing providing sales tools. Strategic planning involves setting objectives, strategies, and tactics at the company, marketing, and sales force levels. As marketing strategies are developed, corresponding sales force strategies and tactics are determined. Relationship marketing and multiple sales channels/relationships are also discussed.
ROLE OF PHYSICAL EVIDENCE IN SERVICE MARKETINGanonymous
Physical evidence refers to the tangible components of a service that facilitate performance or communication of the service. It includes the environment in which the service is delivered and where customers interact with the business. Physical evidence can be essential, such as the facilities required to deliver the service, or peripheral, which enhances but is not essential to the service. It plays important roles such as creating atmosphere, building trust, influencing perceptions of quality, facilitating service delivery, and differentiating a business from competitors. Examples of physical evidence include facility design, equipment, signage, employee appearance and performance.
This document discusses different types of organizational structures for marketing departments. It begins by outlining factors that influence organizational structure like technology, customer lifestyles, and the environment. The main types discussed are functional, territorial, product-based, customer-based, and matrix structures. For each type, it describes the basic structure, advantages, and disadvantages. It emphasizes that the optimal structure depends on an organization's size, products, markets, competition, and management philosophy. The document provides guidance on choosing and evaluating different marketing organizational structures.
This case study is a great example of how Companies uses Strategic Management as the principle while forming any strategy for their business. It also showed how Apple, Kellogg's & Skoda used strategic management priciples like aims & objectives, planning & organizing, communication, different matrixes (BCG, GE9) to overcome all the hurdles and reach new heights.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. It also provides examples of mission statements from companies like Fleetwood Enterprises, Procter & Gamble, Dell, and L'Oreal. The document outlines the key benefits of having a clear mission statement, including better financial results, unanimity of purpose, and establishment of company culture. It emphasizes that developing vision and mission statements requires participation from managers to get commitment. The statements should balance specificity and generality to guide the company while allowing for growth.
This document discusses internal analysis, which involves identifying an organization's strengths and weaknesses by examining its resources, capabilities, core competencies, vision, mission, objectives, and strategies. Internal analysis enables firms to better understand themselves and make strategic decisions. It reviews the different types of organizational resources and capabilities that can provide competitive advantages if leveraged effectively. Various approaches to conducting internal analysis like value chain analysis and competitive strength assessment are presented.
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
RECRUITMENT AND SELECTION OF SALES FORCES rohit12692
This presentation discusses the recruitment and selection process of sales forces. It defines recruitment as discovering potential candidates for jobs and selection as dividing candidates into those who will and will not be offered employment. The importance of recruiting and selecting salespeople is that they represent the corporate image and are critical to business survival and growth. Sources of recruitment discussed include internal sources like current employees and transfers, and external sources like placement agencies, competitors, educational institutions, and sales clubs. The selection process was outlined as including preliminary interviews, applications, formal interviews, references, testing, physical examinations, and employment offers.
Chapter-5 Industry and competitor analysisAfzaal Ali
Industry and competitor analysis is important for new ventures to determine if a niche market is favorable and to assess the attractiveness of an industry. The five forces model examines threat of new entrants, rivalry among existing firms, bargaining power of suppliers and buyers, and threat of substitutes. A competitor analysis identifies competitors and collects intelligence through ethical means like trade shows. This information is organized in a competitive analysis grid to evaluate competitive positions.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
Matt Howell, President of Modernista!, presents his vision for the new brand team, individual roles, and the process necessary to go from making messages to building platforms.
This presentation discusses strategy implementation. It covers the meaning of strategy implementation, management issues like annual objectives and policies, and functional issues in areas like marketing, finance, research and development, and management information systems. Strategy implementation is the action stage of strategic management where the focus is on efficiency and coordination across the organization to achieve objectives.
The document discusses developing new products and services, outlining the challenges companies face and processes used for new product development. It identifies various categories of new products and the main stages of developing new offerings. Additionally, it examines factors that influence the adoption of new products in the market and strategies for successful product launches.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
Market demand analysis helps companies understand consumer demand for products and services. This allows management to determine if they can successfully enter a market and generate profits. The first step is identifying the target market through surveys. Companies also assess what stage the business cycle is in - emerging, plateau, or declining. They develop products that meet specific consumer needs. Competition levels are analyzed to determine potential market share and profits.
This document discusses business ethics, social responsibility, and environmental sustainability as it relates to strategic management. It provides examples of unethical business practices like misleading advertising and environmental harm. It emphasizes the importance of establishing a clear code of business ethics and developing an ethics culture within an organization. It also addresses issues like bribery, social responsibility, social policy, and policies around retirement as they relate to strategic management.
Strategy implementation involves applying management processes to achieve desired results. It includes designing organizational structures, allocating resources, and developing information and decision-making processes. Common problems with strategy implementation are weak strategies, lack of proper training, insufficient resources, poor communication, and lack of follow through. There are different types of strategy implementation such as institutionalizing strategy, setting an organizational climate conducive to the strategy, developing operating plans, designing organizational structures, and periodically reviewing the strategy.
This document discusses various strategies for implementing organizational changes, including establishing annual objectives, revising policies and structures, and allocating resources. It compares functional and divisional organizational structures and describes how a matrix or strategic business unit structure can be used. Restructuring aims to reduce costs through downsizing while reengineering focuses on improving processes for employees and customers.
This lecture discusses strategies for evaluating internal factors that are important for strategic management. It covers topics such as internal audits, key internal forces within an organization like marketing, finance and operations, evaluating internal strengths and weaknesses, the resource-based view of evaluating internal resources, value chain analysis, and using an internal factor evaluation matrix to systematically analyze internal strengths and weaknesses. The goal is to help students understand how to assess internal capabilities that are vital for formulating, implementing and evaluating business strategies.
importance of Business plan in entrepreneurshipNeha Chouhan
This document discusses the importance of developing a business plan for entrepreneurship. It begins by defining a business and entrepreneurship. It then explains that a business plan is a selling document that conveys the promise of a business to potential backers. The document outlines the key components of a business plan, including an executive summary, company summary, products/services, market analysis, strategy, management, and financials. It emphasizes that a business plan provides insight into a business, can help secure financing, and allows owners to objectively evaluate strengths and weaknesses. Developing an extensive plan takes time but can prevent business failure and guide long-term success.
Chapter 2 strategic sales force managementLo-Ann Placido
The document discusses strategic sales force management. It covers integrating marketing and sales functions, with sales providing market intelligence and marketing providing sales tools. Strategic planning involves setting objectives, strategies, and tactics at the company, marketing, and sales force levels. As marketing strategies are developed, corresponding sales force strategies and tactics are determined. Relationship marketing and multiple sales channels/relationships are also discussed.
ROLE OF PHYSICAL EVIDENCE IN SERVICE MARKETINGanonymous
Physical evidence refers to the tangible components of a service that facilitate performance or communication of the service. It includes the environment in which the service is delivered and where customers interact with the business. Physical evidence can be essential, such as the facilities required to deliver the service, or peripheral, which enhances but is not essential to the service. It plays important roles such as creating atmosphere, building trust, influencing perceptions of quality, facilitating service delivery, and differentiating a business from competitors. Examples of physical evidence include facility design, equipment, signage, employee appearance and performance.
This document discusses different types of organizational structures for marketing departments. It begins by outlining factors that influence organizational structure like technology, customer lifestyles, and the environment. The main types discussed are functional, territorial, product-based, customer-based, and matrix structures. For each type, it describes the basic structure, advantages, and disadvantages. It emphasizes that the optimal structure depends on an organization's size, products, markets, competition, and management philosophy. The document provides guidance on choosing and evaluating different marketing organizational structures.
This case study is a great example of how Companies uses Strategic Management as the principle while forming any strategy for their business. It also showed how Apple, Kellogg's & Skoda used strategic management priciples like aims & objectives, planning & organizing, communication, different matrixes (BCG, GE9) to overcome all the hurdles and reach new heights.
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. It also provides examples of mission statements from companies like Fleetwood Enterprises, Procter & Gamble, Dell, and L'Oreal. The document outlines the key benefits of having a clear mission statement, including better financial results, unanimity of purpose, and establishment of company culture. It emphasizes that developing vision and mission statements requires participation from managers to get commitment. The statements should balance specificity and generality to guide the company while allowing for growth.
This document discusses internal analysis, which involves identifying an organization's strengths and weaknesses by examining its resources, capabilities, core competencies, vision, mission, objectives, and strategies. Internal analysis enables firms to better understand themselves and make strategic decisions. It reviews the different types of organizational resources and capabilities that can provide competitive advantages if leveraged effectively. Various approaches to conducting internal analysis like value chain analysis and competitive strength assessment are presented.
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
RECRUITMENT AND SELECTION OF SALES FORCES rohit12692
This presentation discusses the recruitment and selection process of sales forces. It defines recruitment as discovering potential candidates for jobs and selection as dividing candidates into those who will and will not be offered employment. The importance of recruiting and selecting salespeople is that they represent the corporate image and are critical to business survival and growth. Sources of recruitment discussed include internal sources like current employees and transfers, and external sources like placement agencies, competitors, educational institutions, and sales clubs. The selection process was outlined as including preliminary interviews, applications, formal interviews, references, testing, physical examinations, and employment offers.
Chapter-5 Industry and competitor analysisAfzaal Ali
Industry and competitor analysis is important for new ventures to determine if a niche market is favorable and to assess the attractiveness of an industry. The five forces model examines threat of new entrants, rivalry among existing firms, bargaining power of suppliers and buyers, and threat of substitutes. A competitor analysis identifies competitors and collects intelligence through ethical means like trade shows. This information is organized in a competitive analysis grid to evaluate competitive positions.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
Matt Howell, President of Modernista!, presents his vision for the new brand team, individual roles, and the process necessary to go from making messages to building platforms.
The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then summarizes MNASQ's previous and new vision and mission statements. The rest of the document focuses on applying the strategic planning model and concepts like Hoshin Kanri to MNASQ's strategic planning process.
Strategic Planning & Deployment Using The X Matrix W225Robert Mitchell
The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then gives examples from MNASQ's strategic planning process, such as their new vision and mission statements, analysis of forces impacting the future of quality, and identification of MNASQ's underlying contradictions to address.
Design for business Impact: How design triggers transformationfrog
This document discusses how design can trigger business transformation. It argues that design goes beyond just drawing and sketching, and should be viewed as a management philosophy that drives innovation. The document outlines how design can provide tangible solutions to address change, help test ideas, and inspire communication. It also discusses challenges such as resistance to new ideas, focusing too much on incremental improvements, and the importance of differentiating products through excellent design.
This document outlines steps for building a vision for a service company, including an inside-out analysis of current capabilities and an outside-in analysis of customer and market perceptions. It recommends developing 1) a concise vision statement, 2) a strategic service framework to define the breadth and depth of offerings, and 3) a convergence program to align the organization with the new strategy. Key aspects include understanding customer needs, competitors, strengths and weaknesses, then defining financial and operational targets across marketing, sales, HR, and other functions to achieve the company's new direction.
A presentation created by Dr. Michélle Booysen about the TenStep Strategy Delivery Office, through which Pétanque delivers services globally in partnership with TenStep Inc.
Translating a Strategy into Action with Strategic Doing Ed Morrison
Strategic doing is a flexible framework that provides a powerful way to translate a strategy into action. Here's an example.
The AIM2WIN region across Minnesota, Wisconsin and Iowa used strategic doing to help civic leaders launch their strategy. We designed the strategic doing workshop to translate their strategy documents -- developed through a series of reports -- into a set of pragmatic strategic action plans.
The document provides guidance on creating an enterprise architecture (EA) roadmap to transition from a current to a future state. It discusses identifying gaps, grouping changes into initiatives, prioritizing initiatives, justifying initiatives, sequencing initiatives, and laying out the roadmap. The roadmap sequences initiatives over multiple years to deliver capabilities incrementally and address risks, with the goal of providing clear guidance to stakeholders on the path forward.
Microsoft power point 010610 ddc-recommendations contract endErika Rachma
The company "ICE" is at a critical phase to determine its future direction and requires a solid strategy. The document discusses business model considerations for ICE including its value proposition, value creation, and revenue model based on case studies of other companies. It also outlines the business process for ICE's projects and implications for investors, including defining problems, creating an ideal model, and providing recommendations and alignment.
User experience, user engagement, share point...oxymoronicBujuanes
The document discusses user experience (UX) considerations for SharePoint projects. It covers UX strategy, information architecture (IA), and interaction design (IX). For UX strategy, it recommends conducting user research and defining requirements to focus the strategy. For IA, it describes organizing content, metadata, and structures. For IX, it discusses principles like discoverability and responsiveness and using wireframes to determine interaction points. The overall message is that UX involves holistic consideration of users, strategy, IA, and IX.
Jams are online discussions that elicit participation from thousands to spur innovation. They are guided by subject-matter experts and moderators to build on ideas. IBM has used jams for collaboration and innovation, discussing strategies and validating values across the company. Customers use jams to develop ideas and make a difference.
IBM Design Thinking with z/OS Communications ServerzOSCommserver
This presentation will provide an overview of IBM Design Thinking. Teams across IBM will use the practices around Design Thinking to build better product designs. The IBM Design Thinking framework is used to guide our product teams through the process of product design and delivery. A key requirement of this framework is to work more closely with our clients, receiving feedback throughout product design process.
Look Around You - Influences on UX (UX Sofia)Peter Boersma
My presentation "Look Around You - Influences on UX", delivered at UX Sofia 2011, where I show the influence that non-UX team members have on the user experience, but also how UX team members can influence their deliverables.
Influences on UX (Amsterdam UX Cocktail Hour)Peter Boersma
The document discusses various roles that influence user experience such as estimators, brand strategists, and project managers. It describes how each role provides input to processes like pitching, estimating, positioning, and scoping that then influence user experience by helping define the vision, budget, expectations, focus, and way of working. The roles and their inputs ultimately aim to deliver successful user experiences.
The document describes the business transformation, branding and marketing, and operational consulting services offered by MAGNE Consulting Pvt. Ltd. MAGNE helps clients with retail health checks, social media strategy, community building, store operations, workforce management, and more. Their approach involves understanding clients' needs, creating a plan and roadmap, pilot testing solutions, and ongoing execution and evaluation. The document shares stories of how MAGNE has helped clients with online presence, social media strategy, business model evaluation, and reducing operational costs through stock auditing solutions.
The document discusses common challenges that design teams face when working on projects. It outlines five key challenges: 1) unclear or differing project objectives between stakeholders, 2) uncertain budget ownership and funding streams, 3) design methods and processes being forced onto stakeholders, 4) team members lacking a shared language, and 5) conflicts between user and business needs. For each challenge, it provides lessons learned, such as the importance of understanding stakeholder motivations, expressing value in the stakeholders' terms, balancing user and business needs, and having a shared project language. The document advocates taking a collaborative approach to design that considers all perspectives.
SharePoint MoneyBall: The Art of Winning the SharePoint Metrics Game by Susan...SPTechCon
This document discusses metrics for measuring the success of a SharePoint implementation. It emphasizes establishing business objectives and stakeholder needs before selecting metrics. Both quantitative metrics like time savings and qualitative metrics like user stories are recommended to capture different types of impacts. The metrics should be presented to stakeholders in a way that is relevant and collected at low cost.
Value drivenbusinesstransformationapproach 2019 (Takumi Method)Hagimoto Junzo
These are presentation materials presented at the BBC (BUILDING BUSINESS CAPABILITY) held in November 2019.
The presenters were Junzo Hagimoto (creator of Takumi Method) and Koji Shiota (Director of IIBA Japan Chapter), who introduced the Takumi Method from Japan.
Similar to Entrepreneurs And Strategic Planning (20)
2. Objectives
At the end of this track, you will…
Have a basic understanding of the Strategic Planning Process
Know a framework to assist in your efforts and a tool to more
effectively manage expectations
Have gone through the steps of creating mission and vision
statements
Know where to go next for further assistance and other available
resources
3. Converting Strategy into Action
Strategic Planning
Budget
Business Planning
Allocation
Beginning of Life
LCA Limited Production
Production Launch
Build and Test
Production
GA Full
Concept
Plan
Retire
Project Lifecycle Management
4. Executive Overview
A Strategic Plan tells us
Where we are
Where we want to go
What steps we take to get there
An organization’s strategy describes how it intends to create value
for its shareholders, customers, and employees *
(*) Source = Strategy Maps by Kaplan and Norton.
5. Strategy Framework
Landscape
Situational Analysis Insight Where we are
Point of View
Mission
Strategic Direction Vision Where we want to go
Goals
Initiatives
Tactics
Implementation Plan Resources What steps we take
to get there
Measurement
8. Landscape
Insight
Situation Analysis Point of View
Foundational understanding of a business’s environmental influences
upon which its strategy is built in terms of:
Markets
Customers
Competitive Analysis
Trends, Opportunities and Threats
9. Landscape
Insight
Point of View
A few guidelines
Consider….
Financial perspective
If we succeed, how will we look to our shareholders?
Improve cost structure
Expand opportunities
Enhance partners’ value
Customer perspective
To achieve our vision, how must we look?
Relationship Management
Service attributes
Value proposition
Quality
Availability
10. Landscape
Insight
Point of View
A few guidelines
Consider….
Internal perspective
Which processes we must excel at?
Anticipate needs
Operations management processes (i.e. risk management)
Innovation processes
Learning and growth perspective
To achieve our vision, how must our organization learn and improve?
Human capital
Information capital
Leadership, culture, alignment, teamwork
13. Mission
Vision
Definitions Goals
Initiatives
Mission
What is the purpose of the specific initiative? The "mission" statement
either builds on the mission provided by the company, or is business
unit/functionally specific. Explicitly state who the customers are and
what differentiated value we bring to them.
Vision
A vision is a detailed image of the future state. It tells the "story" of
the winning state. A statement that is focused on some end goal.
Explicitly state the main direction and market opportunity for the
initiative.
14. Mission
Vision
Bad examples… Goals
Initiatives
1943 1946 1947 1949
“I think there is Early electronic First transistor “Computers in
a world market computers used developed at the future may
for maybe five glass valves Bell Labs weigh no more
computers.” (vacuum tubes) than 1.5 tons.”
Thomas Watson, chairman of IBM Popular Mechanics
1954 1958 1971 1975
First fully First Integrated First Micro- “Chip
transistorized Circuit (IC) processor complexity will
computer double every
1.5 years”
1977 1983 1998 2002
“There is no Apple Pentium II Pentium 4
reason anyone Introduces the
“Our customers
would want a first “user-
computer in need to be 10X
friendly”
their home.” more productive
computer
Ken Olson, president, chairman and
founder of Digital Equipment Corp
every 6 years.”
15. Mission
Vision
Definitions Cont' Goals
Initiatives
Goals
The balanced set of goals which lead to achieving the vision.
Consider customer, innovation, financial, and employee. How do we
know when we have won?
Initiatives
Developed to ensure alignment of the product or service offerings to
the new strategic direction. These become your MBOs.
17. Community & Gov. Affairs - Sample
Synopsys recognizes that our long term success is directly linked to the well-being of the
Mission
global economy and the people in it. By actively partnering with local organizations,
encouraging employee leadership, and providing financial donations, we help improve the
quality of life and economic vitality of our community.
Vision
At Synopsys we aspire to develop the next generation of technology and its leaders around
the world. To that end, we hope to make a lasting and measurable difference in the fields
we know best.
Donate $xxM to science Develop x to y Utilize Employee Identify x large
Goal
and math education advocacy positions Leadership aligned donations in key
programs thru. xx date to by x date to formalize w/HR- offer x new offices for global
engage xxxK students program programs by x date branding
Update all donation Create messaging for Modify grant program to
guidelines Global Citizenship and search for programs
year end scorecard Create new programs
Initiative
proposal and ROI on
Evaluate program employee leadership Work closer with NGO’s,
donations to ensure local offices for global
goals are being met donations
Increase citizenship promotion internally and externally and share accomplishments
Work with internal/external stakeholders to ensure citizenship goals are being met
20. Tactics
Resources
Definitions Measurement
Tactics
Analyze and present specific solution requirements - address how these
solutions requirements are driving specific requirements and
recommendations
Resources
Organizational alignment - Design of the new organization required to
deliver the initiative. It includes the elements of structure, leadership,
people, and culture.
Measurement
Metrics are the leading indicators of conformance to goal attainment.
They must be clearly defined, and provide milestones to measure
progress.
21. Practice time…
Review Slides 27-39
Follow instructions on slides 34 and 35
Complete template on next page
22. FY 08 INITIATIVES GOALS VISION MISSION + / - Score
Community Strategy
Date
23. Summary
Primary corporate alignment tool
Top-down cascading process
Achieves consensus on a complete set of clear, consistent,
coherent, coordinated, medium to long-term decisions about
the company’s scope and method of competition
Must be linked and aligned to budgets, measurements and
incentives for the rubber to meet the road instead of the sky
24. Strategic Planning Process
Q1FY07 Q2FY07
Top Down Plan Develop Initiatives
Corporate staff Corporate staff defines overall SVPs further define initiatives owned
conducts KJ strategic direction Landscape Strategy for
Overall strategy: Insight each Initiative.
Landscape Mission Evaluate and refine Portfolio Mgmt:
Mission Point of View
mission, vision, decide on the
Insight Vision
Vision mix of active
goals, initiatives Mission
Mission
Point of View Goals
Goals (MBOs) and projects, staffing,
owners. Vision
Vision and dollar budget
Initiatives
Initiatives
Goals
Goals allocated to
each initiative.
Initiatives
Initiatives
Corporate Staff
Q2FY07 Q2FY07
evaluates effects Q3FY07 Q3FY07
Q4FY07 Q4FY07
Implement Align and Verify VPs with their teams plan solutions
Execs (SVPs, VPs)
(SVPs, Corporate Staff tune-up
tune- Action plans,
and their teams at Quarterly Business org. alignment,
Tactics
execute plans Reviews and indicators
• Score MBOs Resources of conformance
• Incorporate in business and
fiscal budget plans • Identify opportunities to Measurement to goal
improve the content for better attainment.
alignment to corporate goals
3/12/2008
25. Resources
Stanford University Professional Development
Converting Strategy into Action
http://apm.stanford.edu/
Free Management Library
Strategic Planning (in nonprofit or for-profit organizations)
http://www.managementhelp.org/plan_dec/str_plan/str_plan.htm
Recommended reading
Bradford, Robert W., Duncan, Peter J., Tarcy, Brian, Simplified
Strategic Planning: A No-Nonsense Guide for Busy People Who
Want Results Fast!
27. Landscape
Insight
Point of View
Landscape
Each person reporting to you or in your team should prepare 1-3 slides with
the following information on their area of expertise
Capture present status
Identify issues
Show trends
Have a roundtable discussion to review the various landscapes
The objective is to establish a common understanding for the issues and
successes in your organization
28. Landscape
Insight
Point of View
Insights
Read the handout called Affinity Diagram (also called the KJ
method).
Proposed key issue under discussion to help you in defining strategic
priorities:
What prevents <logo> from delivering an effective community
strategy that drives for the donation of materials and resources to
charities in the places where we do business and where our
employees live?
29. Landscape
Insight
Point of View
Responses - Examples
Operational Excellence
Foster an environment of leadership at every level
Rapid response
Lower cost
Customer Management
Keep systems running or quickly implement solutions
Exit unprofitable relationships
Grow and retain high-value partners
Broaden the relationship with….
Innovation
Redefine segmentation
Promote risk taking while ensuring accountability
Manage portfolio for competitive advantage
30. Landscape
Insight
Point of View
Insights
Using Post-Its, each team member writes 5-10 ideas in response to the
question – short sentences that can be read 6 feet away
Each team member participates in sorting all the ideas presented
For each grouping, a header will be created using consensus
Each team member will vote on the likelihood that each header idea can be
implemented in the next 3-5 years
Outcome: Critical few processes that have the greatest impact
31. Landscape
Insight
Point of View
Point of View
We will summarize the previous list in 3-5 themes
These are your standpoints from which assumptions are made to decide on
your strategic direction
32. Write top goals for next Mission
Vision
Goals
1-3 yrs Initiatives
Consider results from KJ exercise
Would these address all the issues raised during the landscape roundtable?
If not, what’s missing and why?
33. Mission
Vision
Goals
Initiatives
FY Initiatives
Outline your key fiscal year initiatives related to each goal
These are also your MBOs
MBOs are defined by the goals as measured by
the initiatives from the Strategic Plan
Assign owners – one owner per initiative
34. Mission
Vision
Goals
Initiatives
Write Mission Statement
A Mission statement should be a one-sentence, clear and concise, that says
what the initiative is (the name and type of business), what it does, for
whom and where. Period.
Complete all the blanks, and you have quickly created a first draft
“(Initiative Name) will deliver (describe intention/what problem is the
initiative trying to solve) by providing (products or services name) to
(beneficiaries of the initiative)”
35. Mission
Vision
Goals
Initiatives
Write Vision Statement
Use a few key words to paint a quick picture of what you believe your
initiative will look like in 1, 3, or even 5 years.
Complete all the blanks, and you have quickly created a first draft
"Within the next __ years grow (initiative name) into a
$______million business (type of business) providing
(description of products/services) to (describe target customer)”
37. Tactics
Resources
Measurement
Tactics
Outline tasks within each initiatives
Prioritize: essential, strategic, or core
Consider - How do we implement the tasks to ensure achievement of the
vision?
38. Tactics
Resources
Measurement
Resources
Outline what we must look like to deliver our initiatives
Describe what capabilities we have or require - The critical performance
expectations we are required to deliver.
39. Tactics
Resources
Measurement
Metrics
Define 5 top metrics to be used to measure your success
Consider:
What will we measure(Metrics): definition of success
How will we measure (Systems, tools, processes)
Who will measure (Resources)
How frequently will we measure?
Communications plan
Corporate resources and collaboration plan
IT Project plan to support implementations