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How to create your strategy on 1 page
The document outlines best practices for creating a strategic plan on a single page, highlighting the crucial components such as vision, core values, long-term and short-term strategies, target market, and key benefits. It emphasizes the need for businesses to adapt to rapid changes and outlines strategic planning principles that include defining core versus non-core activities, establishing numerical targets, and conducting SWOT analyses. Additionally, it stresses the importance of alignment with company values and effective communication in executing strategic initiatives.
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How to create your strategy on 1 page
- 1. Create your strategyon 1 page Best practices based on research and 20 years of real world consulting to RESULTS.com client firms Presenter: Stephen Lynch Role: Head of Strategy & Consulting at RESULTS.com Email: Stephen.Lynch@Results.com Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/demo
- 3. Thank you foryour time!
- 14.
- 17. “We’re in thesecond half of the chessboard”
- 18. “In short, softwareis eating the world.”
- 19. “The digital erawill dwarf what occurred in the information era. It’ll be a brutal disruption, the majority of companies today will not exist in a meaningful way 10 to 15 years from now.”
- 20. “Business is goingto change more in the next 10 years than it has in the last 50”
- 21. “It is notthe strongest who survive, nor the most intelligent, but the ones most responsive to change”
- 23. “You need tooperate with one eye focused on the short-term, and one eye focused on the long-term. Short-term planning is about improving your current business, & meeting the needs of today’s customers.”
- 24. Often, this demandsbold, disruptive strategic moves” “Long-term planning is not performance improvement. It is about forgetting the past and reshaping your business to compete more effectively in the future.
- 29. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 31. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 32. BHAG© Core Values CorePurpose Vision
- 33.
- 34. Communication We have anobligation to communicate. Here, we take the time to talk with one another and listen. We believe that information is meant to move, and that information moves people Respect We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment Integrity We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it. Excellence We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everything we do. We will have fun discovering how good we can be
- 36. “3 coats means3 coats”
- 37. Use 3-5 wordphrases, to list the small handful of behaviors you want demonstrated by every person in every role: Our Core Values: (Use unique words and phrases that have special meaning and will resonate with your people)
- 38. Core Values are‘musts’ (not ‘nice to haves’) Does each Core Value pass all 4 tests? If not – it is not core and should be eliminated Yes? No? Actively confront colleague for not demonstrating this behavior? Spend (forgo) money to emphasize importance of this behavior? Everyone gets graded on how well they live this behavior? Fire person if they cannot demonstrate this behavior consistently?
- 39. ★ Rules forthe “right” behaviors to be demonstrated by ALL ★ Use 3 to 5 word descriptive statements ★ Unique to your organization (the quirkier the better) ★ Core Values are “Musts”, not “Nice to haves” ★ Context for decision making “What’s the right thing to do?” ★ Basis for performance appraisals, hiring and firing staff ★ Keep them visible. Everyone must know them by heart ★ Compulsory stories shared every week to reinforce them Core Values - best practices
- 40. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 41.
- 46. “To give ordinaryfolk the chance to buy the same things as rich people”
- 47. “To make peoplehappy”
- 49. State your CorePurpose State your Core Purpose: (in <140 characters) To …..
- 50. ★ Not aboutmaking money. ★ It’s about “the difference you want to make” in the world ★ Transcends your current product / service offering ★ Core Purpose describes “the why” not “the how” ★ “How” will change over time. “Why” remains constant ★ Inspires all your people, not just the management team ★ Context for strategic decision making ★ Ask, “Will doing this help us to fulfill our Core Purpose?” Core Purpose - best practices
- 51. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 52. BHAG© Big Hairy AudaciousGoal (Copyright: Jim Collins)
- 55. “BHAG goal statement” Size& Scope Revenue Customers Markets Products Best in World Culture Achievements Profit Recognition Services
- 56. “The world’s #1brand for house cleaning robots, (expression of category leadership) with annual sales of 15,000,000 units by 2025” (tangible measure you can use to track your progress every month) Example BHAG© Goal Statement
- 57. State your BHAG© Stateyour BHAG© (in <140 characters)
- 58. ★ Medium tolong timeframe (5 to 10 years typical) ★ Non linear. Beyond current capabilities of the organization ★ Not about being “big” it’s about being “great” ★ A measurable goal with a deadline. No woolly words ★ Easy to understand and quantify ★ Measure progress each quarter ★ Inspires all your people, not just the management team ★ Your team will believe it to the extent the leader believes it ★ “Here’s where we are going” “Here’s what we need to do next” ★ Can outlive the involvement of the current leadership BHAG© - best practices
- 59. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 60. Target Market Customer (IncludesGeographic area)
- 62. Delight the fewto attract the many
- 63. “There is only1 winning strategy. Carefully define the target market, and direct a superior offering to that target market”
- 64. Your product /service offerings have more clarity & focus (you know who you are building it for) Marketing communications are more effective (you know who you are talking to) Target customer perceives you as the expert at meeting their needs - “This company is talking to me” (they are more likely to choose you) When you have a clearly defined Target Market
- 65. Target Market Customer Describewho or what your ideal target market customer is: (in <140 characters) Strong leader of entrepreneurial growth company. Aged 35-45 yrs. 25-75 staff. Passion for learning. Tech savvy. Describe what your ideal target customer really wants (that you can solve for them): (in <140 characters) Better results. Visibility of work & performance. Alignment. Staff accountability. Proven management system to grow the business
- 66. Geographic Focus: Now?Within 3 to 5 Years? Describe the Geographies you will spend money to market or sell to: (in <140 characters)
- 67. ★ Delight thefew to attract the many ★ Describe your “ideal” customer at the center of bull’s-eye ★ “Who” you want to delight and excite the most with your offer ★ “Who” you think of when you design your product / service ★ “Who” you think of when you write your marketing messages ★ Not necessarily who makes up majority of your sales volume ★ Stay focused. Don’t try to be all things to all people. Target Market - best practices
- 68. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 69.
- 70. Strategic Focus What doyour target customers value most? Value Discipline (Generic Strategy) Company examples Low cost Consistency Speed No hassles Operational Excellence Southwest Airlines, Walmart, Fedex State of the art Products and Services Product Leadership Apple, Gillette, BMW Customized products Personalized solutions Customer Intimacy Zappos, Nordstrom, Ritz Carlton
- 73. What is yourchosen Value Discipline? State your decision
- 74. ★ Focus. Don’ttry to be all things to all people ★ Each value discipline requires a different operating model ★ Invest resources to develop true excellence in 1 discipline ★ Aim to be “good enough” in the other 2 disciplines ★ Lack of focus will doom you to mediocrity Value Discipline - best practices
- 75. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 76. Core vs. NonCore Activities
- 77. “The difference betweensuccessful people and very successful people is that very successful people say "no" to almost everything” Warren Buffett
- 78. “Strategy is resourceallocation. When you strip away all the noise, that’s what it comes down to. Strategy means making clear cut choices about how to compete. You cannot be everything to everybody. You have to figure out what to say NO to”
- 79. “Many managers donot understand the importance of having a clear strategy. Strategy is about making trade-offs. The essence of strategy is choosing what NOT to do.”
- 80. “The difference betweensuccessful people and very successful people is that very successful people say "no" to almost everything” Warren Buffett
- 81. “The temptation ofbusiness is always to feed yesterday and to starve tomorrow”
- 82. “The difference betweensuccessful people and very successful people is that very successful people say "no" to almost everything” Warren Buffett
- 83. KEEP doing? STARTdoing? = “CORE” Strategically important for your long term success AND differentiate you in the mind of your target customer List your answers below:
- 84. STOP doing? Notget into at all? = “NON-CORE” NOT strategically important for long-term industry success OR do not meaningfully differentiate in the mind your target customer and you’d prefer to outsource List your answers below:
- 85. ★ Zero-based thinking.No sacred cows ★ What are you going to get into? (Invest resources) ★ What are you going to get out of? (Divest resources) ★ Prune the rosebush. Focus your resources ★ Strategy requires tradeoffs. What are you NOT going to do? Core vs. Non Core - best practices
- 86. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 87.
- 88. Marketing is notfinding clever ways to sell what you make. You need to: 1. Clearly differentiate your brand’s positioning 2. Get closer to your target customers by adding superior value Professor Philip Kotler
- 90.
- 93. Stake out a“position” in your industry (or create a new category) in which you can authentically claim your “leadership” or “meaningful point of difference” Leadership does not necessarily mean being first or biggest: • You can lead a niche category in your industry • You can lead in a geographic location • You can lead by having a meaningful point of difference
- 94. “If you can’tstate your position in 8 words or less, You don’t have a position”
- 95. State your StrategicPosition State your Strategic Position (in 8 words or less)
- 96. ★ A conceptyou can “own” in the target customer’s mind ★ An industry category or niche that no one else owns ★ Meaningful and remarkable to your target customer ★ Position your leadership, or meaningful point of difference ★ Authentic. No BS. Your customers must experience it ★ Narrow your focus. Stand for one thing ★ Don’t try to be all things to all people ★ Delight the few to attract the many ★ Sustainable even if product/service evolves over time Strategic Positioning - best practices
- 97. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 98.
- 99. ECONOMIC benefits Value intime or money “The rational justification” FUNCTIONAL benefits Utility “The job your brand performs” EMOTIONAL benefits Meaning “How you make them feel”
- 101. Functional Benefit: – Hybridcar = uses less petrol = better for the environment Economic Benefit: – More expensive to purchase, but more economical to run Emotional benefit: – Tells the world - “I’m a good person”
- 102. What is your#1 benefit in each category? Type of Benefit The #1 Benefit our brand offers in each category Functional Economic Emotional
- 103. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 104. Brand Promise Your blunt,overt, compelling offer
- 105. EMOTIONAL benefits Meaning “How youmake them feel” Brand Promise ECONOMIC benefits Value in time / money “The rational justification” FUNCTIONAL benefits Utility “The job your brand performs”
- 109. State your BrandPromise State your brand promise (in <140 characters)
- 110. ★ Designed todelight your ideal target customer ★ Blunt and obvious to as to what they can expect to receive ★ Authentic. No BS. Your customers must experience it ★ Back up your promise with real reasons to believe ★ Sustainable even if product/service evolves over time ★ Brand promise should be hard for your competitors to copy operationally (because you have built a unique operating model to deliver brand promise in a truly excellent fashion) Key Benefits & Brand Promise best practices
- 111. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 112. 3 to 5Year Strategic Moves (includes industry analysis)
- 114. "If you’re planningover a 3 year time horizon, you're competing against a lot of people. But if you're willing to invest on a 7 year time horizon, you're competing against a fraction of those people, because very few companies are willing to do that. We can't realize our potential as people or as companies unless we plan for the long term."
- 116.
- 120. Questions / Answers: #RealStrategy|| @RESULTSdotcom
- 122. “Many managers donot understand the importance of having a clear strategy. Strategy is about making trade-offs. The essence of strategy is choosing what NOT to do.”
- 123. “You need toclearly explain the top 3 things the company is working on. If you can't, then you're not leading well”
- 124. What are thetop 3 long-term strategic moves to position your firm for future industry success? (will be implemented within the next 3-5 years) 3-5 Year Strategic Move Person Accountable 1. 2. 3.
- 125. Could someone dothe opposite, and would that be a valid strategy?”
- 127. ★ Research yourearly adopter customers ★ Conduct thorough industry analysis at least every 12 months ★ The questions remain the same. The answers keep changing ★ Strategy requires tradeoffs. What are you NOT going to do? ★ Sniff Test - Would doing the opposite also be a valid strategy? ★ Review strategy every quarter - does it still make sense? 3 to 5 yr Strategic Moves - best practices
- 128. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 129.
- 130. Display a smallhandful of Numerical Targets Numerical Target Description End of following Financial Year End of current Financial Year End of current Quarter Person Accountable Due Date: 31 Dec 2018 31 Dec 2017 31 Mar 2017 # Software license sales 75 50 4 David # Branch offices 6 3 1 Stacey # Hosting clients 13 8 3 Ann
- 131. ★ Use numberspeople can physically count ★ Everyone must understand what the number means ★ One number should track the milestones toward your BHAG ★ Targets must be aligned to your 3 to 5 year strategic moves ★ Strategy comes first - then financial forecasts ★ Make your progress visible ★ Review and update targets every quarter to reflect reality Numerical Targets - best practices
- 132. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 133.
- 135. Be specific withyour SWOT: Use 3-5 word statements “Our People” is not a strength What is it about your people that makes your team strong? E.g. “Highly qualified software engineers” “Marketing” is not a weakness What is it about marketing that is weak currently? E.g. “Cost of Customer acquisition too high” “Communication” is not a weakness What is not being communicated? E.g. “Strategy not well understood”
- 136. Think like aninvestor. Would they agree with you?
- 137. What are thetop strengths / assets / competencies within your business you can leverage (or build) in the next 12 months? Rank your Top 5 Strengths in order:
- 138. What are thebiggest weaknesses within your operation that could be fixed or improved in the next 12 months? Rank your Top 5 Weaknesses in order:
- 139. What opportunities canyou pursue over the next 12 months that will help position your organization for future success? Rank your Top 5 Opportunities in order:
- 140. What external threatsdo you need to reduce (or closely monitor) to ensure they do not derail your plans? Rank your Top 5 Threats in order:
- 141. ★ Review andupdate SWOT every quarter ★ Use your 3 to 5 year Strategic Moves as the context for SWOT ★ Survey your staff to get their input ★ Act like an outside investor doing due diligence on your firm ★ No fluff. Tell the truth. Be specific ★ Use 3 to 5 word descriptive statements ○ e.g. “Marketing” is not a weakness. ○ What is it about marketing that is weak currently? ○ e.g. “Customer acquisition cost too high” ★ Use SWOT as basis for choosing your key projects each quarter SWOT Analysis - best practices
- 142. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 143.
- 145. What are thetop 3 Strategic Projects your organization needs to execute in the coming period (quarter)? - Relevant: each must address 1 or more issues described in your SWOT analysis - Balance short-term business improvement initiatives (improving “what is”) vs. building long-term strategic capability for the future (creating “what will be”) Current Strategic Project Due Date Person Accountable 1. 2. 3.
- 146. In Scope Not InScope Not In Scope
- 152. ★ 3 to5 year Strategic Moves and SWOT provide the context for choosing Strategic Projects ★ Review and update SWOT & Strategic Projects every quarter ★ Clearly describe what is In Scope / Not In Scope ★ Conduct Pre-Mortems to avoid the “planning fallacy” ★ Set conservative due dates for Projects and Tasks ★ Meet to discuss progress on Projects and Tasks every week ★ Capture “The 1 thing” - the most important Task that will get done each week to move each Project forward ★ Follow up every week to make sure these Tasks get done ★ “Weed the garden” to drive accountability Strategic Projects - best practices
- 153. VISION Core Values Core Purpose BHAG STRATEGY TargetMarket Customer Value Discipline Core vs. Non Core Activities Strategic Positioning Key Benefits Brand Promise 3 to 5 Year Strategic Moves EXECUTION Numerical Targets SWOT Analysis Current Strategic Projects Metrics (Key Performance Indicators) RESULTS.com Strategic Plan
- 154.
- 155. “However beautiful thestrategy, you should occasionally look at the results” “However beautiful the strategy, you should occasionally look at the results”
- 156. 92% of companiesdon’t measure KPIs [3]
- 157. 92% of companiesdon’t measure KPIs [3]
- 158. 92% of companiesdon’t measure KPIs [3]
- 162. Questions to identifyyour Key Metrics 1. What are the functional areas of our operating model? 2. What result or outcome are we looking for in each area? 3. What “activities” or “actions” drive this outcome? 4. What “effectiveness” measures let us know how well these activities are being performed?
- 164. RED = Unacceptableperformance standard YELLOW = Watch closely. Problem? GREEN = Target performance standard Questions / Answers: #realKPIs || @RESULTSdotcom Tracking Metrics
- 165. - You arethe CEO, and you are on holiday on a remote tropical island…. - All you can receive is a once weekly email that contains a small handful of numbers (5 max) to tell you how well your overall organization is performing - If the Metrics are “green” you can go back to reading your book - If the Metrics are “yellow” you need to ring the office to see what is going on - If the Metrics are “red” you need to cut your holiday short and return home - What 5 Metrics are the “critical success factors” for your organization? Imagine this…
- 166. ★ Metrics drive“business as usual” (your current operating model) ★ Don’t just track outcomes or currency measures ★ Focus on activity & effectiveness measures that drive outcomes ★ Make performance visible on a dashboard ★ Weekly team and 1 on 1 meetings to discuss performance ★ Adjust thresholds every quarter to ensure relevance Metrics (KPIs) - best practices
- 173. Thank you foryour time!
- 174. Create your strategyon 1 page Presenter: Stephen Lynch Role: Head of Strategy & Consulting at RESULTS.com Email: Stephen.Lynch@Results.com Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/demo Best practices based on research and 20 years of real world consulting to RESULTS.com client firms