Strategic management PowerPoint presentation slides provide reliable solutions for a systematic approach to business management. Following PowerPoint designs, involves the formulation and implementation of the major objectives and initiatives taken by an association's top management. Well researched topics with engaging graphics have been scripted here for an evaluation of the internal and external environments in which the organization works. Topics included here are, executive summary, mission vision values, management board organization chart, targets for the next business quarter, establish a value proposition, establish a value proposition, marketing plan objective, identifying new market channels, brand promotion strategies for engagement, focus on your strength, look to your competition, product feature comparison, annual, revenue financial summary, sales and performance dashboard and financial projections. These headings are scripted for a constant planning, monitoring, analysis and assessment for an organization to meet its goals and objectives. Further funding, hr services and operation plan deciding team initiates and strategies PPT slides are also included with chart sheets, timeline review, bar, and graphs PPT design for a comprehensive approach. Our Strategic Management Powerpoint Presentation Slides will grow upon you. You will definitely get fond of them.
Understanding Strategies, Tactics and MeasurementSynaxis
Strategy and tactics are two of the most common terms in the marketing world. Yet, perhaps because they are so common, it’s hard to know what they really mean. The trouble with this is two major challenges. If we don’t know what these things really are, then how can we evaluate them? That is, without an understanding of these tools, how can we recognize, manage, or buy good strategy and good tactics? In addition, without a full understanding of these two things, it’s hard to connect them. As we all know, strategies are all too often shelved or ineffective. And tactics are all too often directionless. That is, strategies are often empty and tactics are often blind. In the end, not fully understanding what these things are and aren’t can easily result in wasted time and money as well as in frustration and indecision. In this presentation, I offer definitions of strategy and tactics. Based on this, I discuss the features of good strategy and good tactics. And I add to this a crucial missing element, often overlooked: measurement.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Strategic management PowerPoint presentation slides provide reliable solutions for a systematic approach to business management. Following PowerPoint designs, involves the formulation and implementation of the major objectives and initiatives taken by an association's top management. Well researched topics with engaging graphics have been scripted here for an evaluation of the internal and external environments in which the organization works. Topics included here are, executive summary, mission vision values, management board organization chart, targets for the next business quarter, establish a value proposition, establish a value proposition, marketing plan objective, identifying new market channels, brand promotion strategies for engagement, focus on your strength, look to your competition, product feature comparison, annual, revenue financial summary, sales and performance dashboard and financial projections. These headings are scripted for a constant planning, monitoring, analysis and assessment for an organization to meet its goals and objectives. Further funding, hr services and operation plan deciding team initiates and strategies PPT slides are also included with chart sheets, timeline review, bar, and graphs PPT design for a comprehensive approach. Our Strategic Management Powerpoint Presentation Slides will grow upon you. You will definitely get fond of them.
Understanding Strategies, Tactics and MeasurementSynaxis
Strategy and tactics are two of the most common terms in the marketing world. Yet, perhaps because they are so common, it’s hard to know what they really mean. The trouble with this is two major challenges. If we don’t know what these things really are, then how can we evaluate them? That is, without an understanding of these tools, how can we recognize, manage, or buy good strategy and good tactics? In addition, without a full understanding of these two things, it’s hard to connect them. As we all know, strategies are all too often shelved or ineffective. And tactics are all too often directionless. That is, strategies are often empty and tactics are often blind. In the end, not fully understanding what these things are and aren’t can easily result in wasted time and money as well as in frustration and indecision. In this presentation, I offer definitions of strategy and tactics. Based on this, I discuss the features of good strategy and good tactics. And I add to this a crucial missing element, often overlooked: measurement.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal.
Business Development And Operational Plan PowerPoint Presentation SlidesSlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
Management consultant toolkit in Powerpoint & Excel created by ex-Deloitte & McKinsey Consultants. Huge time saver.
Download the toolkit at www.slidebooks.com
is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking.
Putting the pieces of the puzzle together.
provides a sequential, step-by-step process for creating a strategy,
involves periodic group strategic thinking (brainstorming) sessions,
requires data/information, but incorporates consensus and judgment,
establishes organizational focus,
facilitates consistent decision making,
reaches consensus on what is required to fit the organization with the external environment, and
results in a documented strategic plan
The Transformation Office - A new organisational capability for the digital e...Rafael Lemaitre
In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
How do you successfully pilot, refine, and scale your account-based marketing...The Marketing Practice
This isn’t an account-based marketing ‘how to guide’, this is a collection of learnings and things we wish we (and our clients) had known when we first started ABM over 5 years ago.
We hope that by sharing these with you, you can avoid some of the recurring issues that stall ABM programs and ultimately demonstrate how valuable the first 12 months of an ABM program is.
Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as main tasks to be performed in order to develop or im-prove a company´s strategy. The process is focused on strengthening the company´s competitiveness. It also shows strategy tools that should be applied to perform strategic planning processes in an efficient way.
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
Let McKinsey 7s PowerPoint templates help your organization achieve its intended goal. Assess and evaluate the internal changes in an organization using Mckinsey 7s Strategic Management PPT slides. This readymade slideshow is based on the soft and hard key elements which determine the organization success. Use these professionally designed Mckinsey 7s model PowerPoint templates to improve organizational performance. Analyse and assess the impact of future changes on the organization. These templates will also help you implement the strategic plan of action. The Mckinsey 7s strategic management presentation provides a pathway to for reaching from the current state to the desired organizational state. Templates on seven interdependent elements position the organization to achieve its desired future state. Assess your organization’s any internal changes with the help of Mckinsey 7s strategic management PowerPoint presentation. Work towards getting a desired future state by aligning all the elements of the 7s. Get access to this complete presentation on Mckinsey 7s framework to create a strategic plan of action for an organization to reach to its goal.
Business Development And Operational Plan PowerPoint Presentation SlidesSlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
Management consultant toolkit in Powerpoint & Excel created by ex-Deloitte & McKinsey Consultants. Huge time saver.
Download the toolkit at www.slidebooks.com
is the periodic process of developing a set of steps for an organization to accomplish its mission and vision using strategic thinking.
Putting the pieces of the puzzle together.
provides a sequential, step-by-step process for creating a strategy,
involves periodic group strategic thinking (brainstorming) sessions,
requires data/information, but incorporates consensus and judgment,
establishes organizational focus,
facilitates consistent decision making,
reaches consensus on what is required to fit the organization with the external environment, and
results in a documented strategic plan
The Transformation Office - A new organisational capability for the digital e...Rafael Lemaitre
In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
How do you successfully pilot, refine, and scale your account-based marketing...The Marketing Practice
This isn’t an account-based marketing ‘how to guide’, this is a collection of learnings and things we wish we (and our clients) had known when we first started ABM over 5 years ago.
We hope that by sharing these with you, you can avoid some of the recurring issues that stall ABM programs and ultimately demonstrate how valuable the first 12 months of an ABM program is.
Please have a look at the well-designed strategy process that consulting firm Winfried Kempfle Marketing Services uses in strategy projects. The strategy process shows phases and milestones as well as main tasks to be performed in order to develop or im-prove a company´s strategy. The process is focused on strengthening the company´s competitiveness. It also shows strategy tools that should be applied to perform strategic planning processes in an efficient way.
STRATEGIC ANALYSIS, ISSUES, APPROACH AND TOOLSTANKO AHMED fwc
Strategy analysis is usually obscured at the footnotes of plans or policies, often termed as recommendations and implementation strategies. This common practice tends to ignore and undermine the unique and crucial role of strategy as driver for policy and decision implementation. This paper explicates the critical place and importance of strategic analysis as it discerns issues and approaches with specialised tools of analytic mode. The paper selects, presents and discusses four major tools and techniques of strategic exploration including VMOST, SWOT, PEST, and SOAR analyses that are more relevant to its discourse. These tools are constructed in a matrix of analytic modes for ease of understanding and application by the NIPSS-PSLC 32 Participants who are organisational leaders of their respective agencies. An exercise is also presented for the Participant to try out the knowledge and skills in strategic analysis acquired from the paper.
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
Strategy creates context for operating decisions.
It establishes the playing field and provides guidance for decision-making, the experience and skills needed by employees, positioning of marketing and advertising, the priority of initiatives, how to structure the company, and a many other issues.
In developing strategy, leaders make conscious and informed choices about who they are and what they stand for:
–What are our core values and beliefs?
–What markets and customer groups will we serve?
–What products and services will we offer and how profitable is each one?
–What infrastructure, core processes and resources must we have to succeed?
–What competitive advantages will cause us to succeed?
–What core competencies must we have to fuel our growth?
–How will we sell our products and services?
–How will we market our products and services?
–What financial results will we achieve?
In this A to Z we will cover some of the main elements of business strategy and give you some tricks and tips along the way!
Many small and medium sized enterprises [SME] owners already know what needs to be done to grow their business but lack the time and/or resources to bring about the necessary changes.
Others may simply be reluctant or restrained by tradition to make a shift.
Change is difficult.
This series attempts to help answer the question, "How will owners [like me] make the necessary changes to aggressively grow their business in 2014 — and beyond?”
The second presentation in a 3 part series on Fast and Sustainable Business Growth - how to thrive, not just survive regardless of the economy.
The Course Forward is hazardous, but staying put is worse. …Applied Knowledge is Power
Access The Science of Small Business Growth to maximize your current operations.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. Effective Strategic
Planning Models
Strategy Map
Balanced Scorecard
SWOT Analysis
PEST Mode
Gap Planning
Blue Ocean Strategy
Porter's Five Forces
VRIO Framework
By:
3. Strategy Map
A strategy map is a diagram that shows your
organization's strategy on a single page. It's great for
quickly communicating big-picture objectives to everyone
in the company. With a well-designed strategy map, every
employee can know your overallstrategy and where they
fit in.
4. Societal Goals/Outcomes
2040 – MATATAG, MAGINHAWA AT PANATAG NA BUHAY
2022 – FOUNDATION FOR INCLUSIVE GROWTH, A HIGH-TRUST SOCIETY
AND A GLOBALLY COMPETITIVE KNOWLEDGE ECONOMY
Sectoral Goals/Outcomes
Organizational Outcomes
Major Final Outputs (Citizen Focused & Product Results)
Financial Stewardship Internal Process
Leadership,
Learning,& Growth
Strategy MAP
PPARC Priority
Program
Accountability
Report Card
MARC-I MFO
Accountability
Report Card
MARC-II Mgt
Accountability
Report Card
“PAGBABAGO”
Reducing Inequality
“PATULOY NA PAG-
UNLAD”
Increasing Growth
Potential
“MALASAKIT”
Enhancing the Social
Fabric
Socio-
Economic
Report
IMPROVED QUALITY OF CIVIL SERVANTS
CSC shall be globally recognized as
a center of excellence for strategic
HR and OD
5. Strategy Map
Benefits:
It provides a simple, clean, visual representation that is easily
referred back to.
It unifies all goals into a single strategy.
It gives every employee a clear goal to keep in mind while
accomplishing tasks and measures.
It helps identify your key goals.
It allows you to better understand which elements of your strategy
need work.
It helps you see how your objectives affect the others.
6. A strategy map is an amazing communication device that
serves some excellent purposes. It allows your
organization to provide focus internally and show your
customers and investors where you’re on track. But it can
be even more powerful when used as the first step toward
a Balanced Scorecard (BSC).
7. Balanced Scorecard
The Balanced Scorecard is a strategy management framework
created by Drs. Robert Kaplan and David Norton. It takes into account
your:
Objectives, which are high-level organizational goals.
Measures, which help you understand if you’re accomplishing
your objective strategically.
Initiatives, which are key action programs that help you achieve
your objectives.
10. The first process—translating the vision—helps
managers build a consensus concerning a company’s
strategy and express it in terms that can guide action at
the local level.
The second—communicating and linking—calls for
communicating a strategy at all levels of the organization
and linking it with unit and individual goals.
11. The third—business planning—enables companies to integrate
their business plans with their financial plans. The fourth—
feedback and learning—gives companies the capacity for
strategic learning, which consists of gathering feedback,
testing the hypotheses on which a strategy is based, and
making necessary adjustments.
12. Financial Perspective
Primary goal is to grow our profits. This is driven by two
other goals: manage costs and grow revenue. Having
three financial perspective goals is simple and fairly typical.
Your organization may want to consider being more specific
about your goals, like “double revenue in three years” or
“manage overhead expenses.”
13. Customer Perspective
How must we look to our customers?” You
may list things like “quality of product,”
“knowledgeable service,” or “ease of use.” Try
not to list everything—just the top three or
four things.
14. From there, consider your customer strategy. Are you trying to
grow revenue from your current customers or grow the number
of customers? You might say both, but it’s important to be very
clear about your strategy here. Some organizations put their
customer objectives in the voice of the customer, such as “X
has the best service” or “we view X as a partner.” Other
companies may also list the basic customer needs, like
“competitive pricing,” “quality offering,” or “great warranty.”
You may not measure these, but it is important to communicate
them on the map.
Customer Perspective
15. Internal Perspective
These are the internal processes or things that your organization
must do well in order to make your customers happy (and
manage your expenses). Many organizations now use themes
in order to better group their internal processes
Innovation—This could be product, process, or service
innovation and is the lifeblood of your long-term company future
So, what do you need to invest in to ensure long-term
organizational success? How will you innovate? Put two or three
objectives in this section.
16. Customer Management—Think about the internal processes
you have that will keep your customers happy. Perhaps this is
how you support your customers or how you listen to them for
feedback on the next generation of interaction. Maybe you’re
migrating them from one platform to another (paper vs..
electronic, for example). all link to the customer perspective and
outcomes.
Internal Perspective
17. Operational excellence—Think about managing your own
business and becoming more cost effective. Are you reducing
waste or improving output? Perhaps you’re ready to
restructure your operations for efficiency’s sake. This theme
may link directly to the financial goal of managing costs.
Internal Perspective
18. Learning & Growth
Look at things from a “people” perspective. Perhaps two of
these goals might be to “build engineering talent” and
“institute greater accountability” throughout the
organization. consider what skills you need that are
related to your strategy, what kind of culture you value,
and whether there are any tools or resources you need
for your staff.
19. Learning & Growth
Retirement – Apply succession planning and skills
transfer to potential staff; IPCR/OPCR and monitor
results
20. 2CG, a strategic execution consultancy firm, has been conducting yearly surveys about the
Balanced Scorecard since 2009 in an effort to better understand why and how it’s used. (You can
find results from all nine of 2CG’s studies here.) Of the organizations that participated in the
2017 survey:
77% report that their Balanced Scorecard is extremely or very useful.
75% use the Balanced Scorecard to influence business actions.
Of the 64% of organizations that have refreshed their Balanced Scorecard, the
majority—71%—did so during the previous 12 months.
The Balanced Scorecard is used by both small and large organizations: 61% of
respondents had less than 500 employees, and 9% had over 10,000 employees.
22. SWOT Analysis – Applicable to All
Industries
A SWOT analysis (or SWOT matrix) is a high-level model used at
the beginning of an organization’s strategic Planning. It is an
acronym for “strengths, weaknesses, opportunities, and
threats.” Strengths and weaknesses are considered internal
factors, and opportunities and threats are considered external
factors.
23. Strengths
Able to respond very quickly as we have no red tape, and
no need for higher management approval.
Able to give really good customer care, as the current
small amount of work means we have plenty of time to
devote to customers.
Our lead consultant has a strong reputation in the market.
We can change direction quickly if we find that our
marketing is not working.
Low overheads, so we can offer good value to customers.
24. Strengths
Start by asking the question, “What are we good at?” This is a broad question, but in the
beginning stages of your discussion, you should accept all answers.
Financial Strengths: What is your most reliable source of financial growth? Is it your current
customers? A particular product? Your service fee structure?
Customer Strengths: Where is your customer growth coming from? Is this coming from
referrals, or a particular industry segment like healthcare or retail? Is it mainly retail or
commercial? Why are your customers choosing you over your competitors?
Internal Strengths: What do you do very well as an organization? Are you the first to
innovate products in your industry? Do you have strong customer relationships or
partnerships?
Learning & Growth Strengths: Where do you excel insofar as your employees are
concerned? Is it your compensation model? Could it be your workforce development
program? Your culture?
25. Weaknesses
Our company has little market presence or reputation.
We have a small staff, with a shallow skills base in many
areas.
We are vulnerable to vital staff being sick or leaving.
Our cash flow will be unreliable in the early stages.
26. Weaknesses
Financial Weaknesses: What is your biggest financial weakness? Perhaps most of your
customers are in a cyclical industry and subject to market whims, for example. Or maybe
your most used product has the lowest profit margins.
Customer Weaknesses: Where do your customers think you need to improve? This
could be your investment products, locations, loan origination, or competitive prices for
interest rates.
Internal Weaknesses: What do you do poorly? Do you have opportunities to improve in
project management for opening new branches? What about for one-touch call resolution
for customer service?
Learning & Growth Weaknesses: What are your biggest challenges with employees?
Do you have particularly high turnover in certain departments or a negative perception of
the organizational culture?
27. Opportunities
Our business sector is expanding, with many
future opportunities for success.
Local government wants to encourage local
businesses.
Our competitors may be slow to adopt new
technologies.
28. Opportunities
Financial Opportunities: What is your biggest opportunity to improve your finances? This
might be starting a new product line, increasing customer retention, or going after a new
geographical area.
Customer Opportunities: Where could you dramatically improve with your customers? Could
you improve your online interface? What about cross-selling related products, or better
understanding your customers’ purchasing habits?
Internal Opportunities: What processes will drive you well into the future if you could
improve upon them? This may entail partnering with a mortgage origination company or
developing neighborhood sponsorships.
Learning & Growth Opportunities: What opportunities do you have to leverage staff? For
example, do you have cross-training opportunities? Could you make a few tweaks to improve
your culture and thus your retention?
29. Threats
Developments in technology may change this market
beyond our ability to adapt.
A small change in the focus of a large competitor
might wipe out any market position we achieve.
https://www.mindtools.com/pages/article/newTMC_05.htm
30. Threats
Financial Threats: What threats could seriously impact your financial health? This could be
low-cost competitors, a partner entering the banking space, or an overseas banking product.
Customer Threats: What is your biggest concern about your customers? Does one of your
competitors offer zero-fee checking that could steal some of your market share? How simple
is your customers’ ease of departure?
Internal Threats: What current areas of your business might harm you later? Do you have a
new product rollout soon that could potentially fail? Are you struggling through a merger or an
office upgrade?
Learning & Growth Threats: What threatens the people within your organization? This
could be anything from instability in your customer support department to staff member
departures to a department-specific pushback against new technology.
32. Some reasons that a company might kick off a gap analysis include the following:
•Benchmarking: Comparing results against external criteria. A computer company may want to see where
they stand against industry performance criteria, or a candy company may want to compare their reputation
with their competitors.
•Portfolio Analysis: Examining their product portfolio to look for new sales opportunities, a company can use
a gap analysis to identify new products to sell. In the opposite direction, they can also look for existing
products that are not selling well, use a gap analysis to find out why, then promote them (e.g. feature them
more promentilty in marketing or put them on sale), change them to better meet customer needs, or remove
them from their portfolio.
•Profits: If a forecast profit percentage isn’t reached, a company can use a gap analysis to determine what
went wrong, and whether it was in planning or execution. Was the organization paying higher-than-expected
expenses for materials, or having to lower prices due to unexpected competition?
Gap Analysis
33. •Processes: A gap analysis can help reveal the shortcomings of processes, so that the real outcomes match
the expected outcomes. A shipping firm could examine their AP process to see why so many of their vendors
are not getting paid on time, or examine their billing processes to see why many of their suppliers don’t get
their invoices until after the due date.
•Performance Indicators: A gap analysis can also be applied to key performance indicators like new
customer acquisition, average order amount, or return on investment (ROI). A mobile carrier could look for the
reasons that caused them to miss their customer acquisition goal, or a seafood company could seek the
reasons they didn’t process as much salmon as expected.
•Usage Gaps: A usage gap is the difference between current market size for a product or service, and the
potential market size. A gap analysis in this area can help an organization see why they are not reaching the
full potential. Is a company's reputation pushing down sales? Or did management misread the demand for a
product?
35. Gap Planning
Gap planning is also referred to as a “Need-Gap Analysis,”
“Need Assessment,” or “the Strategic-Planning Gap.” It is
used to compare where an organization is now, where it
wants to be, and how to bridge the gap between. It is
primarily used to identify specific internal deficiencies.
Gap analysis: The right method for
transitioning to ISO 9001:2015
36. Gap Planning
In your gap planning research, you may also hear about a
“change agenda” or “shift chart.” These are similar to gap
planning, as they both take into consideration the
difference between where you are now and where you
want to be along various axes. From there, your planning
process is about how to ‘close the gap.’
38. VRIO Framework
The VRIO is an acronym for value, rarity,
limitability, organization.” This framework relates more to
your vision statement than your overall strategy. The
ultimate goal in implementing the VRIO model is that it
will result in a competitive advantage in the marketplace.
39. Value: Are you able to exploit an opportunity or neutralize an outside
threat using a particular resource?
Rarity: Is there a great deal of competition in your market, or do only a
few companies control the resource referred to above?
Iimitability: Is your organization’s product or service easily imitated, or
would it be difficult for another organization to do so?
Organization: Is your company organized enough to be able to exploit
your product or resource?
40. Is one strategic planning model better than the others?
Some of these frameworks have been around longer than others, or
have been used in various case studies in different ways. And
sometimes managers are more comfortable with one over another, for a
any number of reasons.
We recommend determining which of these strategic planning models
applies most to your organization’s way of thinking.
41. For example, if you still need to work out your vision statement, it may be
wise to begin with the VRIO framework and then move to something like
the Balanced Scorecard to track and manage your ongoing strategy.
If you are set on pitching a particular strategic planning model to
management, be prepared to give your boss or board of directors an
example of another successful company that has utilized that particular
model
42. A real-life VRIO framework example is Google.
There’s no doubt that Google is one of the most powerful companies in the world, and its success arguably
stems from a sustained competitive advantage in human capital management. If we were to break down
Google’s VRIO framework from the HR perspective, it might look something like this:
•Value: Use human capital management data to hire and retain innovative, productive employees. These
employees consistently create some of the most popular consumer products and services in the world.
•Rarity: No other companies are using data-based employee management so extensively.
•Imitability: Data-based human capital management is both costly and difficult to imitate, at least for the near
future. Companies have to build the software and invest in training their HR staff on the new technology and
strategy.
•Organization: Google is organized to capture value from this capability. The IT department has the skills to
collect and maintain the data, while HR and team leaders are trained on how to use the data to hire, promote,
manage, and improve performance of employees.
44. PEST Mode
PEST is also an acronym—it stands for “political, economic,
sociocultural, and technological.” Each of these factors is
used to look at an industry or business environment, and
determine what could affect an organization’s health. The
PEST model is often used in conjunction with the external
factors of a SWOT analysis.
45. Benefits of PEST Analysis
Some benefits that we can gain from the findings of a PEST Analysis:
Provides an understanding of the wider business environment.
Encourages the development of strategic thinking.
Straightforward and only costs time to do.
May raise awareness of threats to a project.
Can help an organization to anticipate future difficulties and take
action to avoid or minimize their effect.
Can help an organization to identify and exploit opportunities.
47. Political Factors
These are all about how and to what degree a government intervenes
in the economy. This can include - government policy, political stability
or instability in overseas markets, foreign trade policy, tax policy, labor
law, environmental law, trade restrictions and so on.
It is clear from the list above that political factors often have an impact
on organizations and how they do business. Organizations need to be
able to respond to the current and anticipated future legislation, and
adjust their marketing policy accordingly.
48. Economic Factors
Economic factors have a significant impact on how an organization this
include - economic growth, interest rates, exchange rates, inflation,
disposable income of consumers , etc
Macro-economic factors deal with the management of demand in any
given economy. Governments use interest rate control, taxation policy and
government expenditure as their main mechanisms for managing macro-
economic factors.
Micro-economic factors are all about the way people spend their incomes.
49. Social Factors
Social factors are the areas that involve the shared belief and
attitudes of the population. These factors include - population
growth, age distribution, health consciousness, career
attitudes and so on. These factors are of particular interest as
they have a direct effect on how marketers understand
customers and what drives them.
50. Technological Factors
Know how fast the technological landscape changes and how this
impacts the way we market our products. Technological factors affect
marketing and the management thereof in three distinct ways:
New ways of producing goods and services
New ways of distributing goods and services
New ways of communicating with target markets
51.
52.
53. Blue Ocean Strategy
Blue Ocean Strategy is a strategic planning model that emerged
in a book by the same name in 2005. by W. Chan Kim and
Renée Mauborgne, professors at the European Institute of
Business Administration (INSEAD).
The idea behind Blue Ocean Strategy is for organizations to
develop in “uncontested market space” (e.g. a blue ocean)
instead of a market space that is either developed or saturated
(e.g. a red ocean). If your organization is able to create a blue
ocean, it can mean a massive value boost for your company, its
buyers, and its employees.
54. Red Ocean companies try to outperform their rivals to grab a greater
share of existing demand. As the market space gets crowded,
prospects for profits and growth reduce. Products become
commodities and cut-throat competition turns the ocean bloody red.
Blue Ocean companies, in contrast, access untapped market space
and create demand, and so they have the opportunity for highly
profitable growth. In Blue Oceans, competition is irrelevant. Yes,
imitators arise, but experience shows there is a wide window of
opportunity to stay ahead of imitators.
What characterizes Red Ocean
Dwelling vs. Blue Ocean Creating
Organizations?
56. What consistently separates winners from losers in creating Blue
Oceans is their approach to strategy. Creators of blue oceans do not
use the competition as their benchmark, but follow a different strategic
logic that we call value innovation. Instead of focusing on beating the
competition, Blue Ocean-creating organizations make them irrelevant, by
simultaneously creating a leap in value for buyers, and their
organization, thereby opening up new and uncontested market space.
57. Blue Ocean creating businesses follow a different
strategic logic
We Challenge Industry Conditions & Paradigms
We Focus On Customers, Not Competitors
We Don’t Segment Customers, We Aggregate Them
Our Assets Capabilities Are Not Fixed, They Are Fluid
We Solve Problems Across The Entire Supply Chain
58. Here are a few examples of blue ocean strategic moves from a
variety of different industries and sectors
59. Porter's Five Forces
Porter’s Five Forces is an older strategy execution framework created by Michael
Porter in 1979 built around the forces that impact the profitability of an industry or a
market. The five forces it examines are:
The threat of entry. Could other companies enter the marketplace easily, or are there
numerous entry barriers they would have to overcome?
The threat of substitute products or services. Can buyers easily replace your
product with another?
The bargaining power of customers. Could individual buyers put pressure on your
organization to, say, lower costs?
The bargaining power of suppliers. Could large retailers put pressure on your
organization to drive down the cost?
The competitive rivalry among existing firms. Are your current competitors poised
for major growth? If one launches a new product or files a new patent—could that
impact your company?
The amount of pressure on each of these forces can help you determine how future
events will impact the future of your company
60. The threat of substitute products or services. Can buyers easily replace
your product with another?
The bargaining power of customers. Could individual buyers put pressure
on your organization to, say, lower costs?
The bargaining power of suppliers. Could large retailers put pressure on
your organization to drive down the cost?
The competitive rivalry among existing firms. Are your current competitors
poised for major growth? If one launches a new product or files a new
patent—could that impact your company?
The amount of pressure on each of these forces can help you determine how
future events will impact the future