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Project Management - Activity Mapping
The document outlines a strategic planning guide for 2018, focusing on competitor analysis, operational efficiency, and market positioning. It emphasizes the importance of anticipating future trends, defining unique value propositions, and crafting an activity system to create competitive advantages. Additionally, it includes a structured approach to translating objectives into actionable items through team initiatives and individual accountability.
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Project Management - Activity Mapping
- 1. 1 Finding The New Hill. The Guideto Strategyzing, Planning, and Executing Effectively For 2018
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- 3. 3 What will thecompetitor do in the future to win the market? What will they do to beat us? COMPETITOR SUBSTITUTE BUYER & SUPPLIER NEW ENTRANT How will the substitute product / services react to us? How’s the change in bargaining power of buyer & supplier will affect us? How will new entrant enter the market? Who are they? What kind of opportunity they see? Defining The Foreseeable Future and How we Will Adapt to It BEHAVIORAL CHANGE INDUSTRIAL CHANGE How will our customer behavior change in the future? What will be the driver of change? How will the industry change in the future? What is the driver? How it will affect us?
- 4. 4 What should wedo to lower the cost? How can we operate more effective & efficient? LOWERING COST DIFFERENTIATING CUSTOMER & MARKET REINFORCING INITIATIVE What will we do differently to give substantial advantage? How can we keep the barrier to entry? How we segment the customer? What kind of market pie we’re looking at? How to reach them? What kind of initiative that will fit and reinforce the current activities? What kind of additional benefit? Finding the Competitive Positioning for our Future Unique Value Proposition. ANTICIPATING DEMAND DRIVING TREND What kind of demand that will be likely to emerge in the future? How will we react? What should we do to drive the trend within the industry? How can we influence stakeholder?
- 5. 5 Crafting The Activity System Mapping UNIQUE ACTIVITIES RAISINGTHE VALUE & BARRIER What unique activities should we do in each of our business line, function, and product? How can each activities support each other to increase the value offering & barrier to entry? MAKING THE TRADE OFF What’s the thing we SHOULD NOT do to strengthen our positioning?
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- 8. 8 New Hill. Group Exercises 1 Define& discuss the foreseeable future – 10” THE FORESEEABLE FUTURE COMPETITIVE POSITIONING ACTIVITY SYSTEM MAPPING Define how will we position ourself in the market – 10” Craft the fit among unique activities – 15” 1 2 3Semper Paratus, Semper Fidelis.
- 9. 9 Planning Using BSCin ala2 way for startup strategic planning What process must we excell at? INTERNAL PROCESS LEARNING & GROWTH How we sustain our ability to improve? To succeed financially, what should be done? FINANCIAL CUSTOMER How should we appear to our customer? What should be achieved? GOALS How are we going to achieve it? OBJECTIVE How to Measure it? MEASURE What Define Success? TARGET What’s the new thing should be done? INITIATIVES
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- 12. 12 TURNING PLAN INTO ACTION OBJECTIVE toINITIATIVE to ACTION ITEM QUARTERLY OBJECTIVE +
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- 14. 14 New Hill. Group Exercises 2 Clusterthe Initiative per function of work – 10” INITIATIVE / FUNCTION LIST DOWN 9 Q OBJECTIVE List down the core objectives (step by step) + targeted output – 10” 1 2 3Semper Paratus, Semper Fidelis. Q2-Q4 DETAILING Craft the monthly action item for Q2-Q4 – 10”
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- 17. 17 And wrap itup as an Individual OKR SIMPLE ACTION CLEAR TARGET UNDERSTANDABLE
- 18. 18 Executing Effectively As aTeam & Individual Define the internal function team division & target KPI for Q2 – 5” DEFINE PIC & WEEKLY TARGET Develop a monthly individual OKR as an individual guidance – 5” DEVELOP INDIVIDUAL OKR Group Exercises 3
- 19. 19 Execution Best Practice DAILY TEAM BRIEFING WEEKLYCROSS TEAM MEETING MONTHLY EVALUATION 80/20 MINDSET BIWEEKLY MANAGEMENT DETOX WHO HAS THE D SEIZE SMALL WIN BE INDIVIDUALLY ACCOUNTABLE AVOID VICIOUS CYCLE