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Making strategy happen marketplace 2
The document emphasizes the importance of strategic planning for businesses, highlighting that failing to plan is synonymous with planning to fail. It discusses factors such as personal responsibility, understanding demographics, and assessing community needs as essential for creating effective strategies. Additionally, it raises key questions about individual and corporate purpose, change, and growth while providing references for further reading on leadership and success.
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Making strategy happen marketplace 2
- 1. Being strategic Dave Food Foresighton the Marketplace
- 2. Why plan? People whofail to plan – plan to fail People who plan give room for spontaneity, Spontaneous people have no room to plan Every tomorrow becomes today eventually
- 3. What's the objective?(Business) Goal Profit Centred Plan Action
- 4. Business measures ROI (returnon investment) Plan adherence Efficiency Errors / Failure ROCI (return on capital invested)
- 5. Be strategic ♦ Thinkingstrategically ♦ Acting strategically ♦ Living strategically Battlefield strategies I will stand at my watch and station myself on the ramparts; I will look to see what he will say to me, and what answer I am to give to this complaint. Then he replied: "Write down the revelation and make it plain on tablets so that a man may run with it.
- 6. Investment in theright places? FUTURE Vision Finances Time NOW
- 7. Who cares? The response: personal responsibility? ‘Who is at fault for obesity?’ ‘Who is responsible for dealing with obesity?’ 80 60 40 76 69 48 20 31 40 30 22 12 0 Parents Food and The The state drink mfrs individual
- 8. Strategic language ♦ Highlevel ♦ Longer term ♦ Impressions ♦ Principles ♦ Priorities ♦ Policies
- 9. Perception is reality? Challenges: Demography Perceptions of migration Not a problem at all A very big problem Not a very big problem Don’t know A fairly big problem In Britain In your area 4% 2% 7% 7% 18% 11% 36% 38% 38% 39%
- 10. What do Iknow, what don’t I know ♦ Know your geography - research ♦ Know your Business - observe ♦ Know your community - explore ♦ Know your people - develop ♦ Know your institutions – connect ♦ Know your departments - discern ♦ Know your influencers – listen to ♦ Know your leadership - invest
- 11. O ne O ffi c e O ne Co un M t ry ul tip le l an gu M a ge ul s tip le C ou nt ri es In te rn at io na l Staff Income Measures – compare and contrast Customers
- 12. So what ♦ Howare we changing? ♦ Who do we reach? ♦ What concerns our universe? ♦ What is changing in our universe? ♦ Are we risk takers (opportunity builders)? ♦ Do we build wholesome attitudes? ♦ Are we integrity instigators?
- 13. Some insight intothe future ♦ Biblical ages ♦ Global tribalism ♦ Unity community ♦ Spiritually desperate ♦ Morally bankrupt ♦ Change frustration ♦ Ethically driven ♦ Truth majority
- 14. What’s going on? The Rise of China and India % 30 Expected Contribution to Global Growth 2006-2020 (PPP) 25 20 15 10 5 0 China US India Brazil Russia Indonesia S Korea UK Germany France Mexico Canada Turkey Japan
- 15. Challenges: Climate Change Water scarcity Cropdecline Demography Hunger Coastal risks Recent conflicts
- 16. Key questions Personal Corporate ♦ What is my factor X? ♦ Why do we exist? ♦ Is today a history day? ♦ What can we not do ♦ What am I here for? alone? ♦ Am I growing? ♦ Who does this affect? ♦ What have I learned ♦ Are we learning? today? ♦ Are we making history?
- 17. Some closing thoughts ♦Plan to change tomorrow ♦ Make choices that will last ♦ Understand your DNA ♦ Develop your culture ♦ Choose to put legs on the vision you have
- 18. Want to readsome more ♦ Futurewise – Patrick Dixon ♦ Heart of Success - Rob Parsons ♦ Purpose Driven – Rick Warren ♦ Contrarians Guide to Leadership – S B Sample ♦ Courageous Church Leadership – John P Chandler ♦ Moses as Leader – Norman J Cohen ♦ Raving Fans – Ken Blanchard ♦ Purpose driven life – Rick Warren ♦ Habits of highly effective Churches – G Barna ♦ Courageous Leadership – Bill Hybels
Editor's Notes
- #3 “ We should make our plans – looking for direction and counsel
- #4 Make Money – Plan has to work to be a viable plan – then we can act upon it – if the plan does not get us to the goal then the plan is not viable go back to the plan “ Suppose one of you wants to build a tower. Will he not first sit down and estimate the cost to see if he has enough money to complete it? For if he lays the foundation and is not able to finish it, everyone who sees it will ridicule him, saying, ‘This fellow began to build and was not able to finish’” “ Or suppose a king is about to go to war against another king. Will he not first sit down and consider whether he is able with ten thousand men to oppose the one coming against him with twenty thousand? If he is not able, he will send a delegation while the other is still a long way off and will ask for terms of peace”
- #5 S pecific: in terms of actions to be accomplished M easurable: in number of activities or results desired A ttainable: given the resources at hand R elated: to the objective T ime: there is some date attached for completion of the goal Goals are generally written An example might be: To train ( infinitive ) 25 people ( measurable statement ) in supply chain best practice ( subject ) through partners ( by/through statement ) by November 10, 2008 ( date ). 1. Number of new customers in a year 2. Increased attendance at seminars 3. Increased customer engagement 4. Number involved in product engagement process 5. Number of new projects begun or number of people involved in using products 6. Number of persons participating in volunteer activity 7. Increased giving and strengthened customer relations 8. Additional goals that are unique to the companies context
- #6 Mission, vision, values, goals, objectives, and strategic planning are just some of the leadership buzzwords of the late 20 th Century. Virtually all professional executives have attempted to understand what all the buzzwords mean and make them a reality. Few have succeeded and most continue to search for what bridges the gap between leadership theory and leadership reality. That bridge may well be the new buzzword for the 21 st Century. It is “ Strategic Leadership ” .
- #7 Money Resources Time
- #9 THOUGHTS ON PLANNING - The wisdom of the ages teaches us to plan. Make plans. “ A wise man thinks ahead; a fool doesn’t, and he even brags about it!” “ It is good to see plans develop.” “ We should make plans--counting on God to direct us.” “ A prudent man foresees the difficulties ahead and prepares for them; the simple goes blindly on and suffers the consequences.” II. Make plans for joy and purpose. “ Hope deferred makes the heart sick; but when dreams come true at last, there is life and joy.” “ Where there is no vision, the people perish” III. Make plans after knowing the facts. “ What a shame--yes, how stupid!--to decide before knowing the facts.” “ The intelligent man is always open to new ideas. In fact, he looks for them.” “ Any enterprise is built by wise planning, becomes strong through common sense, and profits wonderfully by keeping abreast of the facts.” “ Watch your business interests closely. Know the state of your business.” IV. Make plans after seeking counsel. “ With good counsellors, there is safety.” “ Plans go wrong with too few counsellors; many counsellors bring success.” “ Don’t go ahead with your plans without the advice of others.” “ There is safety in many counsellors.”
- #10 P: Planning O: Organizing L: Liability/accountability I: Information/communication C: Control/accountability E: Ethics/integrity
- #11 Things that you know that you know, things that you know that you don’t know Things that you don’t know you know, things that you don’t know you don’t know
- #12 Thinking about the future – a place for dialogue
- #13 Leaders are experiencing depletion in resources but are expected to accomplish great things. This expectation is nothing new. Moses walked the walk, talked the talk, but was still lost and inundated with the daily minutia of leadership. It ’ s not until the professional executive comes to the conclusion that he cannot accomplish more simply by doing more, but by thinking strategically. At this point Strategic Leadership becomes a viable solution for both the public and private organization. The implantation process has numerous steps, during which the participants learn about the 80/20 Rule, S.W.O.T. (strengths, weaknesses, opportunities, threats), and the P.O.L.I.C.E. Leadership Methodology in which the process is well Planned; is Organized; the Liability in the decision making process has been assessed; there has been accurate dissemination of Information; Control/accountability measures are in place; and Ethics, “ Are we doing what is right? ” has been set as the standard for all strategies. Strategic Leadership is not a panacea for all the woes of leadership but a useful tool. Strategic Leadership is a daily process, not a long-range plan, and requires constant vigilance. Strategic Leadership offers the professional executive the opportunity to successfully accomplish his goals with the resources available and without over-investing his time and energies. Strategic Leadership may very well be the new leadership model for the 21 st Century.
- #14 Life to 150 – Marriage, pensions, work Families were local they are now global – 7 connections down to 5 Identity will be around unity, but I unite and collaborate with you today and with No seeming solution, written off the Church, but spiritually searching – we need a new language! Survey of Scouts (Boys and girls) – tried drugs, sexually active, drink, family works, Change is here to stay, mobile phones, PC’s, ready made meals – we will be dis-satisfied with the concept Complex decisions – Coffee – Fairtrade, carbon footprint, sustainable source - Stewards of this earth – Environmental agenda Truth now seen as a common agreement – Web 2.0, Wikipedia
- #17 Core Values We value creativity; therefore we do not think that the best way to do church has been invented yet and we will encourage experimentation and flexibility within the limits of biblical principles. We value relationships; therefore we will constantly keep focus on persons and will work to enhance the building of solid relationship within the church family and establishing connection points in the community to share the message of God’s love to the people. We value integrity; therefore we will seek to be above reproach in all our dealings as the people of God inside and outside the church. We value service; therefore we will use the resources at our disposal to provide compassionate service to those in need. We value involvement; therefore we will encourage and provide opportunity for all members to be involved in the church’s ministry based on giftedness, interest, and availability and in the community as an expression of our Christian citizenship. We value growth; therefore we will resource opportunities for all members to grow in faith, knowledge and character.
- #19 1 "The first face of the future is FAST: speed will be everything..." 2 “ Making It in Business without Losing in Life ” 3 “ Growth Without Compromising Your Message & Mission ” 4 “ Contrarian leaders think differently from the people around them..." contrarian leader , artful listening , contrarian wisdom , thinking gray , 5 Conversations with effective practitioners – Brian McLaren, Erwin McManus, 6 “Timeless Lessons of Effective Management from the Bible And Today's Leaders” many parallel traditions , journey through the desert , 7 “A Revolutionary Approach To Customer Service” 8 “What on earth am I here for?” 9 “Being strategic” 10 casting vision , vision casting , vision talk , redemptive potential , critical intersection ,