Ippc brazil 2017. strategic planning is for all. fernando ferrer mba pdf

Strategic Planning is for all

Professor Fernando Ferrer, MBA
Board Member IPPC
Multinational Partnerships LLC

IPPC Brazil 2017
Bourbon Convention Ibirapuera, Sao Paulo, Brazil
November 27, 2017
®

Fernando Ferrer, MBA 2
Privileged and Confidential
© Multinational Partnerships LLC
Speaker

Professor Fernando Ferrer, BSc, MBA
New Jersey, USA
Life Sciences Expert in Global and
Latin American Business Growth Strategies
Managing Partner at Multinational Partnerships LLC
Professor (Adj.) of International Business, and of Global
Strategic Management at RVCC
Board Member of IPPC

Disclaimer
The views and opinions expressed in this session
are those of the individual presenters and
should not be attributed to their employers nor
the organizers of this event.

Fernando Ferrer, MBA

Abstract
Strategic Planning is for all of us
•  Every member of the organization is impacted by the strategy.
•  The creation of the strategies is nevertheless concentrated in a
relatively small number of professionals but both, the search and
analysis of information, and the implementation of the diverse
organizational strategies is in hands of almost everyone.
•  Members of any domestic, international or global organization,
public or private, for profit or not for profit, must work beyond the
functional, geographical and generational boundaries and in close
collaboration so as to get the maximum benefit from the strategic
process.
•  The conference is to present the key concepts of strategic planning
to a wide audience, in diverse functions and levels, and with the
final purpose of increasing the interest and collaboration of each
and every member of any organization in the critical process of
strategic planning.

Resumo
Planejamento estratégico é para todos nós
•  Todos os membros da organização são impactados pela estratégia.
•  A criação das estratégias, porem, está concentrada em um número
relativamente pequeno de profissionais, no entanto a busca e análise de
informações e a implementação de diversas estratégias organizacionais
estão em mãos de quase todos.
•  Os membros de qualquer organização nacional, internacional ou global,
pública ou privada, com fins lucrativos ou sem fins lucrativos, devem
trabalhar além das fronteiras funcionais, geográficas e generacionais e em
estreita colaboração para obter o máximo benefício do processo
estratégico.
•  A conferência é para apresentar os conceitos-chave do planejamento
estratégico para uma ampla audiência, em diversas funções e níveis e com
o propósito final de aumentar o interesse e a colaboração de todos e cada
um dos membros de qualquer organização no processo crítico de
planejamento estratégico.

Resumen
La planificación estratégica es para todos nosotros
•  Todos los miembros de la organización se ven afectados por la estrategia.
•  La creación de las estrategias se concentra no obstante en un número
relativamente pequeño de profesionales, pero tanto la búsqueda y el
análisis de la información como la implementación de diversas estrategias
organizativas están en manos de casi todos.
•  Los miembros de cualquier organización nacional, internacional o global,
pública o privada, con fines de lucro o sin fines de lucro, deben trabajar
más allá de los límites funcionales, geográficos y generacionales y en
estrecha colaboración a fin de obtener el máximo beneficio del proceso
estratégico.
•  La conferencia es para presentar los conceptos clave de la planificación
estratégica a una amplia audiencia, en diversas funciones y niveles, y con
el objetivo final de aumentar el interés y la colaboración de todos y cada
uno de los miembros de cualquier organización en el proceso crítico de
planificación estratégica.

What is Strategy ?
to guide
future
choices,
actions, and
decisions
towards an
objective
A strategy points out the most essential choices and decisions,
but it is not a detailed/comprehensive plan of action
In business, Strategy is

ANY JOURNEY STARTS WITH A DESIRE

Goals ≠ Objectives
Goals are
Broad
General intentions
Intangible
Abstract
Generally difficult to measure
Objectives are
Narrow
Precise
Tangible
Concrete
Measurable
Source: University of Southern California (USC), unsigned paper in internet
e.g. to identify innovative applications for
known phytochemical compounds
e.g. identify at least 2 innovative
applications of known phytochemical
compounds and develop 2 or more
application formulas per compound by
the end of 2017

Alice in Wonderland
The Goal will guide the Strategy
-  "Would you tell me, please, which way I ought to go from here?"
-  "That depends a good deal on where you want to get to," said the
Cat.
-  "I don’t much care where--" said Alice.
-  "Then it doesn’t matter which way you go," said the Cat.
-  "--so long as I get SOMEWHERE," Alice added as an explanation.
-  "Oh, you’re sure to do that," said the Cat, "if you only walk long
enough.”
Lewis Carroll, Alice's Adventures in Wonderland, Chapter 6.
https://www.youtube.com/watch?v=lUnqbBgYZmI
Note: The above quote is often mistakenly referred to as: "If you don't
know where you're going, any road will get you there." But this line is
not in the Alice in Wonderland books.
Fernando Ferrer, 2015

The inspirational desire is followed
by a Strategic Planning Process
Gather-Examine
External-Intenrnal
Environments
Create Strategy
Implement Strategy
Assess-Control

Most things are not
absolute;
they are a matter of
perception


Gather-Examine
External-Internal
Environments
External: Natural
Environment, PESTI analysis.
Internal: Structure, Culture,
Resources, Features
Create Strategy
Vision, Mission, Goal,
Objectives, Strategies,
Policies
Implement Strategy
Activities, KPI’s, Sales
Forecasts, Investment/cost
Budget, Procedures
Assess and Control Results vs. planned
When developing the Strategic Planning,
each step is opened into tasks

1.- Natural
Environment
2.- Societal
Environment:
PEST
3.- Industry
Environment
O - T
4.- Internal
Organizational
Environment
S – W
Structure, Culture,
Resources, Features
The gathering and
examination process
Political
Economic
Socio-Cultural
Technical
Strengths
Weakness
Opportunities
Threatens
Gather-Examine
Internal-External
Environments
External: Natural Environment, PESTI analysis.
Internal: Structure, Culture, resources, Features
Create Strategy Vision, Mission, Goal, Objectives,
Strategies, Policies
Implement Strategy
Activities, KPI’s, Sales Forecasts,
Investment/cost Budget,
Procedures

Global and International
Societal Considerations
To gather, analyze, and interpret data from other
countries and from a global perspective demands an
open-minded approach, savvy, and knowledge gained
with experience.
Global means borderless and interconnected, and
International means between nations; the global or the
international strategy must be created with a mindset
beyond domestic borders
Flexibility at the time of implementing the strategies
resulting from the decisions made based on good
information and assumptions.
Gather-Examine
Internal-External
Environments
Implement Strategy
Procedures

Gathering info on the
Natural Environment
Natural
Natural resources
Impact of climate and
climate change
Seasonality and
weather issues
Air, water and
pollution
Environmental
protection and
disposals laws
Governmental and
NGO
Reuse
Recycle
Triple bottom line:
social, environmental
and financial
Gather-Examine
Internal-External
Environments
Implement Strategy
Procedures

Societal Environment
Political-Legal Economic Socio-Cultural Technological
Political and legal
system and situation
Stability, domestic and
international conflicts
Tax laws
Intellectual Property
Laws and enforcement
Incentive policies/
regulations
Industry and
commerce laws and
attitudes toward
foreign companies
Foreign trade, tariffs,
membership to trade
agreements, barriers
Visas and Immigration
Labor regulations,
Unions

Relevant economic
indicators, GDP, public
accounts and trade
balance
Interest, inflation and
exchange rates
Unemployment Level
Workforce and level of
instruction
Income distribution,
disposable and
discretionary income
and savings
Wage/price control
Key industries,
industrial clusters
Economic and financial
risks
Infrastructure,
regulations and cost of
services/utilities
Population, ethnics and
demographics.
Regional shift in
population
Lifestyle changes
Education, and
languages
Religious belief, culture
and tradition
Ethical issues
Consumer activism
Life expectancies
Birthrates and pension
plans
Healthcare
Living wage
Unionization
Safety and crime rate
Relevant technological
indicators
Public and private
investment in R&D, key
areas
Infrastructure, and
telecommunications
Supplier and customer
industries
Implementation/
enforcement of
Intellectual property
New products
New developments in
technology transfer
from lab to
marketplace, approvals
and time to market
Productivity
improvements
Gather-Examine
Internal-External
Environments
Implement Strategy
Procedures

Industrial Environment
Industrial
Industrial structure
Legal environment
Industry related
legislation (current and
pending), regulatory
environment
The industry; main
geographic locations.
Hubs, free tax zones,
incentives
Human resources,
skilled labor
Public and Private
expenditure in that
industry
Industry related
infrastructure
Domestic and
international markets
served by that industry
Gather-Examine
Internal-External
Environments
Implement Strategy
Procedures

SWOT Analysis
Strengths Weaknesses
Opportunities Threats
Helpful
To achieving the objective
Harmful
To achieving the objective
Internal Origin
Attributes of the organization
External Origin
Attributes of the environment
Gather-Examine
Internal-External
Environments
Implement Strategy
Procedures

Create the Strategy
Policies – rules of conduct and broad guidelines for decision-making
Strategies – the essential choices and decisions in order to achieve the objectives
Objectives – qualitative & quantitative milestones with timelines for achieving a goal
Goals – general statements of what you need to accomplish
Core Values – how you will behave during the process.
Mission – general statement of how you will achieve the vision.
Vision – big picture of what you want to achieve.
Gather-Examine
Internal-External
Environments
Implement Strategy
Procedures

A resource-based model to
determine core and distinctive
competencies
Resources
Capabilities
Competences

Firm Strategies

Implement the Strategy
Procedures – guidelines and steps to do the job
Budget – costs and investments required to get the forecast
Forecast – sales resulting from implementing the Action Plan
Key Performance Indicators –KPIs – metrics of each action to evaluate success
Action Plans / Tactics – activities to deploy the strategy
Gather-Examine
Internal-External
Environments
Implement Strategy
Procedures

Strategy will guide the
organization and the hiring
Strategy (What)
ê
Organization (How)
ê
People (Who)

Identify and modify the areas of the strategy that need to be changed
Identify changes in the external and internal environments that impact the strategies
Develop and apply corrective proceedings over Actions, Forecast and Budget
Identify the deviations and how the strategy is being implemented
Evaluate actual results vs. the strategic plans
Assess and Control
Gather-Examine
Internal-External
Environments
Implement Strategy
Procedures


Gather-Examine
External-Internal
Environments
External: Natural
Environment, PESTI analysis.
Internal: Structure, Culture,
Resources, Features
Create Strategy
Vision, Mission, Goal,
Objectives, Strategies,
Policies
Implement Strategy
Activities, KPI’s, Sales
Forecasts, Investment/cost
Budget, Procedures
This is the process
Gather-Examine
External-Internal
Environments
Create Strategy
Implement
Strategy
Assess-Control

Conclusions
•  The journey of any enterprise starts with a desire
•  The deployment of effective action plans is the
result of the quality of the process to develop the
strategy, its implementation and control
•  Strategies and Action are both dynamic processes
•  Active communication across the entire
organization and stakeholders is key
•  Success is the art of the efficiently coordinating
vision and actions

Fernando Ferrer, MBA
Phone + 1 908 219 9291 -
fferrer@multinationalpartnerships.com
Thank you
Muito obrigado
Muchas gracias
®
Multinational Partnerships® is a Registered Trade Mark of Multinational Partnerships LLC

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