Strategic planning presentation (s)

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MARKETING + PARTNERS
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End of
Sound Check

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Strategic Planning
Tough Stuff Made EasyTough Stuff Made Easy

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戦略的計画(Strategic Planning)
 Past 過去
 Present 現在
 Future 将来的
に
Strategic PlanningStrategic
Intuition
戦略的直観

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THETHE
PASTPAST
In the past, man made plans
out of rocks and tree limbs.
But in time they found
themselves out on a limb with
heavy rocks.
Then came the printing press
followed by Radio and TV
And then there was very new
TV called Internet.
Finally, there was a Great
Light! And the client cried out:

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The Brand Experience
“The story you are about
to see is true …”

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The Mission Control Model

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Action v. Reaction Model

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CONTENT v. PROCESS MODEL

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The Process Model

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Environmental – Action Model

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THE RESULTS MODEL

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Continuous Cycle Model

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One  Way Roadmap Model

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The 10 Question Model

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The SWOT Approach Model

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The Very Expensive Model
JENNIFER HOHNBAUM

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The Goals & Strategies Model

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The Market ing Plan Model

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The Blended Model

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The Mission Assessment Model

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The Proj ect Ini t i at i on
Model

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The University Model

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The Simple Model

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The Why Bother Model

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The Task Oriented Model

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The “Got SWOT?” Model

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The Past has many ways of
doing Strategic Planning

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Let’s talk about what gets in the
way of successful Strategic
Planning

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What Do We Need to Succeed in theWhat Do We Need to Succeed in the
PresentPresent
7 Characteristics of Good Strategic7 Characteristics of Good Strategic
LeadersLeaders
6 Habits of Strategic Thinkers6 Habits of Strategic Thinkers
5 Cognitive Biases To Avoid5 Cognitive Biases To Avoid

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Cognitive Biases that Get in the WayCognitive Biases that Get in the WayCognitive Biases that Get in the WayCognitive Biases that Get in the Way
 The rationality of decision-making is bound by
one’s cognitive capabilities.
 When managers make decisions in uncertain situations, they
tend to fall back on certain rules of thumb – Heuristics.
 Sometimes these rules lead to severe errors, called
cognitive biases.
 Kahneman* encourages a better understanding of these
heuristics and the biases to which they lead.
* He published his main finding in a 1982 book, Judgment Under Uncertainty, Heuristics and Biases

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Cognitive Biases that Get in the WayCognitive Biases that Get in the WayCognitive Biases that Get in the WayCognitive Biases that Get in the Way
 Escalating commitment occurs when decision makers,
having committed significant resources to a project,
commit even more despite feedback that tells them the
project is failing.
 The use of simple analogies to make sense out of a
complex problem is called reasoning analogy, which
may be flawed by invalid reasoning.
 Generalizing from a small sample or a single vivid
anecdote is called representativeness.
 The illusion of control is the tendency to overestimate
one’s ability to control events.
 Prior hypothesis bias refers to making decisions
based on a belief, even when evidence proves that the
belief is incorrect.

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2 Techniques for Improving Decision Making2 Techniques for Improving Decision Making2 Techniques for Improving Decision Making2 Techniques for Improving Decision Making
 Devil’s advocacy requires the generation of a
plan, as well as a critical analysiscritical analysis of that plan.
 Dialectic inquiry requires the generation of a
plan and a counter-plan that reflects plausible
but conflicting courses of action.
 Strategic managers listen to a debate between
advocates of the plan and counter-plan and then
decide which will lead to higher performance.
 This approach may reveal problems with
definitions, recommended courses of action, and
assumptions of both plans.

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1) Vision, Eloquence, and Consistency
a) A strong leader gives an organization a sense of direction.
b) Examples: Winston Churchill, Martin Luther King, Sam Walton
2) Articulation of a Business Model
a) Knowing how the various strategies that the company pursues
fit together.
b) Examples: Michael Dell (Dell, Inc.), Steve Jobs (Apple)
7 Characteristics of Good Strategic Leaders7 Characteristics of Good Strategic Leaders

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3) Commitment
a) A strong leader demonstrates his or her commitment to a
vision and business model with action and words.
b) Example: Jack Welch (General Electric)
3) Being Well Informed
a) Effective leaders develop a network of formal and informal
sources who to keep them well informed about what is going
on within their company.
b) Example: Jim Donald (Starbucks)

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5) Willingness to Delegate and Empower
a) Avoids being overloaded with responsibilities.
b) Understands that delegation is a good motivational tool.
5) The Astute Use of Power
a) Power comes from control over resources that are important
to the organization: budgets, capital, positions, information,
and knowledge.
b) Politically astute managers use these resources to critically
place allies who can help them attain their strategic
objectives.

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7) Emotional Intelligence
a) Self-awareness — the ability to understand one’s own
moods, emotions, and drives.
b) Self-regulation — the ability to control or redirect disruptive
impulses or moods.
c) Motivation — a passion for work that goes beyond money or
status.
d) Empathy — the ability to understand the feelings and
viewpoints of peers and subordinates.
e) Social skills — friendliness with a purpose.

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6 Habits of Strategic Thinkers
1. Anticipate
2. Think Critically
3. Learn
4. Intrepret
5. Align
6. Decide

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1. Anticipate
When most of the focus is
on what’s directly ahead
periphal vision is
deminished.
Lack of “peripheral vision”
can leave your clients
vulnerable to rivals who
detect and act on
ambiguous signals.
To anticipate well, you must:
 Look for game-changing
information at the periphery
of the client’s industry
 Search beyond the current
boundaries of their business
 Build wide external networks
to help you scan the horizon
better

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2. Think Critically
Stickng close to “conventional
wisdom” opens you up to fewer
raised eyebrows and second
guessing.
But if you swallow every
management fad, herdlike
belief, and safe opinion at face
value, your client loses all
competitive advantage.
Critical thinkers question
everything.
To master this skill you must
force yourself to:
 Reframe problems to get to the
bottom of things, in terms of root
causes
 Challenge current beliefs and
mindsets, including your own
 Uncover hypocrisy, manipulation,
and bias in organizational
decisions

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3. Learn
As your business grows,
honest feedback is harder and
harder to come by. You have
to do what you can to keep it
coming.
This is crucial because success
and especially failure are
valuable sources of
organizational learning.
Here's what you need to do:
 Encourage and exemplify honest,
rigorous debriefs to extract
lessons
 Shift course quickly if you realize
you're off track
 Celebrate both success and (well-
intentioned) failures that provide
insight

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4. Interpret
Ambiguity is unsettling.
Faced with ambiguity, the
temptation is to reach for a fast
(and potentially wrongheaded)
solution.
A good strategic leader holds
steady, synthesizing information
from many sources before
developing a viewpoint.
To get good at this, you have
to:
 Seek patterns in multiple sources
of data
 Encourage others to do the same
 Question prevailing assumptions
and test multiple hypotheses
simultaneously

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5. Align
Total consensus is rare.
A strategic leader must
a) foster open dialogue
b) build trust
c) and engage key stakeholders
Especially when views diverge.
To pull that off, you need to:
 Understand what drives other
people's agendas, including what
remains hidden
 Bring tough issues to the surface,
even when it's uncomfortable
 Assess risk tolerance and follow
through to build the necessary
support

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6. Decide
Many leaders fall prey to “analysis
paralysis.”
You have to develop processes and
enforce them, so that you arrive at
a “good enough” position.
To do that well, you have to:
 Carefully frame the decision to get
to the crux of the matter
 Balance speed, rigor, quality and
agility. Leave perfection to higher
powers
 Take a stand even with incomplete
information and amid diverse views

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When do you get your best
ideas?
 Some of you might answer:
“when I least expect it.”
 I get a flash of insight.
 Things come together in my mind.
 I connect the dots.
 I say: "Aha! I see what to do."
 This is a special
form of intuition

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A Special Form of Intuition
gives you an idea of what
action to take.

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3 Kinds of Strategic Ideas Apply to
Human Achievement
 Strategic analysis, where you study the situation
you face.
 Strategic intuition, where you know what to do.
 Strategic planning, where you work out the details
of how to do it.

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Strategic Intuition
To succeed in the modern
world you need:
 creative thinking, or
 entrepreneurial thinking, or
 innovative thinking, or
 strategic thinking
These happen through flashes
of insight called
Strategic Intuition

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Brain Science Tells Us There Are 3 Kinds
of Intuition
 Ordinary.
 Expert.
 Strategic.

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Ordinary Intuition
Ordinary intuitionintuition
is just a feeling – ais just a feeling – a
gut instinct.gut instinct.
Haragei 腹に腹

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Expert Intuition
Expert intuition is aintuition is a
snap judgment whensnap judgment when
you instantly recognizeyou instantly recognize
something familiar.something familiar.
Similar to “Japanese telepathy”
called ishin denshin 腹を割って通
信
Such as the way a basketball
player knows where the ball will
go from the arc and speed of the
opponent's throw.

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A Clear, Slow Thought
 Strategic intuition (kongen)
is not a vague feeling, like
ordinary intuition.
Strategic intuition is a clear
thought.
And it's not fast, like expert
intuition.
It's slow..

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Brain Science
Strategic Intuition …
It doesn't happen in
familiar situations,
like a basketball
game.
Strategic intuition
works in new
situations.
That's when you
need it most.

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When Strategic Intuition is
Ignored
 Google offered to sell
their patent to
AltaVista.
 The people who ran
AltaVista were not
receptive to outside
technology.
 They had a “not
invented here”
attitude.

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When Strategic Intuition is
Followed
Strategic Intuition is the
opposite of “not invented
here”,
It is the attitude of:
“take from everywhere”.
Is this the future of business?
Fisker Automotive, Inc., 5515 E. La Palma, Anaheim, CA 92807 - USA 714-888-4255

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Over the past ten years,Over the past ten years, William Duggan conducted pioneering research on strategicconducted pioneering research on strategic
intuition and for the past three years has taught a popular course atintuition and for the past three years has taught a popular course at Columbia
Business School on the subject.
He now gives us this eye-opening book that shows howHe now gives us this eye-opening book that shows how strategic intuition lies at thelies at the
heart of great achievements throughout human history:heart of great achievements throughout human history: [click to order][click to order]
•the scientific and computer revolutions,the scientific and computer revolutions,
•women's suffrage,women's suffrage,
•the civil rights movement,the civil rights movement,
•modern art,modern art,
•microfinance in poor countries.microfinance in poor countries.
Considering the achievements of people and organizations, from Bill Gates to Google,Considering the achievements of people and organizations, from Bill Gates to Google,
Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same wayCopernicus to Martin Luther King, Picasso to Patton, you'll never think the same way
about strategy again.about strategy again.
This new book by William Duggan is the first full treatment of strategic intuition. It'sThis new book by William Duggan is the first full treatment of strategic intuition. It's
the missing piece of the strategy puzzle that makes essential reading for anyonethe missing piece of the strategy puzzle that makes essential reading for anyone
interested in achieving more in any field of human endeavor.interested in achieving more in any field of human endeavor.
ACKNOWLEDGEMENTACKNOWLEDGEMENT

Here’s short film made
using the intuitive approach
“take from everywhere”
(click – looks good on the full screen)

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THANK
YOU
Robert J. Mancuso
 MARKETING +
PARTNERS
NEWPORT BEACH,
CALIFORNIA
92660
(949) 706-0806
Robert J. MancusoRobert J. Mancuso
 MARKETING +MARKETING +
PARTNERSPARTNERS
NEWPORT BEACH,NEWPORT BEACH,
CALIFORNIA 92660CALIFORNIA 92660
(949) 706-0806(949) 706-0806

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Strategic Planning
Tough Stuff Made Easy:Tough Stuff Made Easy:
““Find a Dharma that Works for the Karma You Face”Find a Dharma that Works for the Karma You Face”

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