Strategic Planning Workshop

14 February 2018
Strategic Planning
After reading this sentence, you will
realise that the the brain doesn’t recognise
a second ‘the’.

| Stephen Endersby | 082 709 0435 |

www.tioli.co.za www.markedplace.co.za
BUY, SELL & FUNDBUY, SELL & FUND
M A R K e d P l a c e

PRIMARY OBJECTIVE CHECKMATE YOUR OPPONENT'S KING
When we think of great
strategists in history, from Sun
Tzu to Alexander the Great to
Napoleon to Patton, we think of
master chess players, leaders
who personify timeless principles
and can think two or three
moves ahead.
The number of possible chess positions
after White's first move is 20.
BUT, there are 318 000 000 000 ways
to play just the first 4 moves in chess.

Strategy, is moving from where you ARE to where you want TO BE.

43 252 003 274 489 856 000
Strategy, is moving from where you ARE to where you want TO BE.

43 quintillion
252 quadrillion
3 trillion
274 billion
489 million
856 thousand
43 252 003 274 489 856 000
18 quintillion
446 quadrillion
744 trillion
73 billion
709 million
551 thousand
615

Bacteria that double every 24 hours fill a
lake it has infested after precisely 60 days.
ON WHAT DAY WAS THE LAKE HALF FULL?

FRONT F F ’
DOWN D D ’
UP U U ’LEFT L L ’ BACK B B ’
RIGHT R R ’
Clockwise
Counter Clockwise ’
2 = x2 turns

https://rubiks-cube-solver.com/how-to-solve/
Strategy: Origins & Defining Features
STEP 01 - WHITE CROSS
ADJACENT – HOLD FRONT AND LEFT
• R’ U R U’ R’
OPPOSITE SIDES
• R2 L2 U2 R2 L2

“A perfect strategic plan is like a unicorn. Because
anyone can tell you what one looks like, but no one
has actually ever seen one.” - Unknown

• introduced new weapons to the Zulu people
• introduced cowhide shields
• accustomed his troops to war conditions vs. rituals
• introduced the bull horn formation
• differentiated soldiers in battle
• he created a mega military empire
Shaka Zulu: A Military Strategy Genius
EXPANDING THE ZULU KINGDOM

The complexity and velocity of this new
breed of WARFARE reduced the probabilit
of a plan predicting reality to near-zero.
War was forever changed by technology and innovation.

“No operation extends with
any certainty beyond the first
encounter with the main body
of the enemy.”
“No plan survives
contact with the
enemy.”
Dwight D. Eisenhower
Helmuth Von Moltke: Field
Marshall Chief of Staff of the
Prussian army before World
War 1“No business plan survives first contact with customers.”

Moltke correctly realized that the enormous size of modern armies made it impossible for a
single leader to control every detail of their force’s tactics. He knew that mid-level generals
would have to be trusted to act independently in service of the overall mission.

"Operation Overlord"
“The broad outline of the attack was
relatively simple: find suitable beaches,
gather landing force, isolate the battlefield by
attacking bridges, tunnels, and rail networks
so that German defenders could not be easily
reinforced, and land the troops.”
ABATE THE GERMAN ADVANCE

Abbottabad, Pakistan
COMMANDER’S INTENT —
a clear and concise statement of
goals and the parameters within
which they must be met.
That’s also the idea behind what
management guru Henry
Mintzberg calls emergent strategy.

Strategic Methodology
STEP 02 - WHITE CORNERS
TOP RIGHT CORNER
• R’ D’ R D
BOTTOM RIGHT CORNER
• R’ D’ R D

Where: P(x) = profit function
R(x) = revenue function
C(x) = cost function

One of the big Ideas of strategy: THAT ‘BIGNESS’ IS A VERY BIG IDEA –
the benefits of scale advantage

So Big is not as great as is once was. And neither is the traditional
approach to strategy…

These however are complex times, don’t we need great strategy more
than ever … lets take a look at the GAP between ‘winners’ & ‘losers’
Winners are winning bigger and losers are losing bigger
And the gap is getting wider

Consider for a moment how long might it take to go from being a
winner on the green line to a loser on the white line?

Winning competitively in a particular
situation – characterising environments:
Can we predict it
/ plan for it
Unpredictability
Malleability Can we influence it
Can we survive it
YOURparticular situation

The same way that there's NO single or
universal algorithm to solve the Rubik's cube

Winning competitively in a particular
situation – characterising environments:
Can we predict it
/ plan for it
Unpredictability
Malleability
Renewal
Approach
Visionary
Approach
Classical
Approach
Adaptive
Approach
Shaping
Approach
Can we influence it
Can we survive it
YOURparticular situation
“Prediction and being 'right' will be
less important than reacting quickly
and taking corrective action.”
Rita Gunther McGrath

Strategy: Modelling & Frameworks
STEP 03 – MIDDLE EDGES
LEFT
• U’ L’ U L U F U’ F’
RIGHT
• U R U’ R’ U’ F’ U F

Kingfisher Cres
Greenstone Hill, Lethabong, 1609
Get on N3 Eastern Bypass/N3 from Modderfontein Rd/R25
6 min (4.0 km)
Head northeast on Heron Cl
Restricted usage road
50 m
At the roundabout, take the 1st exit onto Bushwillow Blvd
110 m
Turn right onto Greenstone Dr
350 m
Turn left onto Modderfontein Rd/R25
2.8 km
Turn left to merge onto N3 Eastern Bypass/N3 toward Germiston
Toll road
700 m
Follow N1 to Buitengracht St/M62 in Cape Town City Centre, Cape Town
13 h 36 min (1,416 km)
Merge onto N3 Eastern Bypass/N3
Toll road
9.3 km
Keep right to continue on N3 Eastern Bypass/N12/N3
Toll road
3.6 km
Keep right at the fork to continue on N12
Partial toll road
18.1 km
Use the left 2 lanes to take exit 67 for M68toward Soweto
Toll road
450 m
Keep right, follow signs for N12/Bloemfontein/Kimbereley
Toll road
1.0 km
Continue onto N1/N12
Partial toll road
3.8 km
14.6 km
Keep right to stay on N1
Partial toll road
159 km
Keep left to stay on N1
Partial toll road
743 km
At the roundabout, take the 1st exit onto Donkin St/N1/N12
Continue to follow N1
Partial toll road
461 km
Keep right to stay on N1, follow signs for Sea Point/Waterfront
1.6 km
Take Helen Suzman Blvd/M6 and Portswood Rd to your destination in V & A Waterfront
7 min (2.6 km)
Continue onto Buitengracht St/M62
230 m
Use the right 3 lanes to turn right onto Helen Suzman Blvd/M6
1.2 km
Use the right 2 lanes to turn slightly righttoward Portswood Rd
59 m
Continue onto Portswood Rd
650 m
At the roundabout, take the 1st exit onto Dock Rd
99 m
At the roundabout, take the 3rd exit onto Breakwater Blvd
250 m
At the roundabout, take the 3rd exit
65 m
V&A Waterfront
V & A Waterfront, Cape Town, 8001

Kingfisher Cres
Greenstone Hill, Lethabong, 1609
Get on N3 Eastern Bypass/N3 from Modderfontein Rd/R25
6 min (4.0 km)
50 m
At the roundabout, take the 1st exit onto Bushwillow Blvd
110 m
Turn right onto Greenstone Dr
350 m
Turn left onto Modderfontein Rd/R25
2.8 km
Turn left to merge onto N3 Eastern Bypass/N3 toward Germiston
Toll road
700 m
Follow N1 to Buitengracht St/M62 in Cape Town City Centre, Cape Town
13 h 36 min (1,416 km)
Merge onto N3 Eastern Bypass/N3
Toll road
9.3 km
Keep right to continue on N3 Eastern Bypass/N12/N3
Toll road
3.6 km
Partial toll road
18.1 km
Use the left 2 lanes to take exit 67 for M68toward Soweto
Toll road
450 m
Keep right, follow signs for N12/Bloemfontein/Kimbereley
Toll road
1.0 km
Continue onto N1/N12
Partial toll road
3.8 km
14.6 km
Keep right to stay on N1
Partial toll road
159 km
Keep left to stay on N1
Partial toll road
743 km
At the roundabout, take the 1st exit onto Donkin St/N1/N12
Continue to follow N1
Partial toll road
461 km
Keep right to stay on N1, follow signs for Sea Point/Waterfront
1.6 km
Take Helen Suzman Blvd/M6 and Portswood Rd to your destination in V & A Waterfront
7 min (2.6 km)
Continue onto Buitengracht St/M62
230 m
Use the right 3 lanes to turn right onto Helen Suzman Blvd/M6
1.2 km
Use the right 2 lanes to turn slightly righttoward Portswood Rd
59 m
Continue onto Portswood Rd
650 m
At the roundabout, take the 1st exit onto Dock Rd
99 m
At the roundabout, take the 3rd exit onto Breakwater Blvd
250 m
At the roundabout, take the 3rd exit
65 m
V&A Waterfront
V & A Waterfront, Cape Town, 8001

Strategy is a question of DEPTH (DETAIL)
And no longer TIME

What does winning look like?
e.g. we want to be ‘the best’ post school
education provider in South Africa

How will we know we’ve won?
e.g. We will control more than 65% of the
market share

What game are we playing?
e.g. Affordable, no frills, mass education
- Cost cutting

How are we going to win?
e.g. Reviewing all fixed and
variable costs, reducing all excess
expenditure

Who needs to know what & what
will they need to win?
e.g. Staff, Suppliers, Customers

Strategy Formulation: Creating Value
STEP 04 – YELLOW CROSS
DOT, “L” OR LINE
• F R U R’ U’ F’
• F U R U’ R’ F’

Blueprint
x3
• Individual
• Group
• Team

OBJECTIVE
“Value Proposition: A single,
clear compelling message that
states why you are different and
worth buying.”
- Steve Blank
The Four Steps to the Epiphany

An ‘Excellent’
EXAMPLE
Brand – Caterpillar
“To deliver the lowest cost of
operation, and the highest
return over the life of the
machine.”
It’s a pretty easy statement to make, but in practice it’s pretty difficult
to deliver!”
Sales Revenues
in 2016 of
38 billion.

VERSION ONE
Draft XXXXX Value Proposition:
“Instilling foremost a shared core
commercial foundation rooted in critical
thinking and problem solving, fostering
intellectual agility, best equipping our
graduates to capitalise on constantly
expanding employment opportunities over
the life of their careers for an as yet
unwritten future.”
‘Real World’
EXAMPLE

PROPOSED XXXXX VALUE PROPOSITION:
“To instil universal commercial expertise,
embracing critical thinking, driving
intellectual agility – equipping graduates
to thrive in an increasingly diverse
workplace.”
How do we do this ……
‘Real World’
EXAMPLE
VERSION TWO

Phase one: Themes
Guided Flexibility Proximity
Future
Proofing
Academic
Approach
XXXXX
‘Real World’
EXAMPLE

Guided Flexibility:
Architected qualifications …..
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX Proximity
Future
Proofing
Academic
Approach
XXXXX
‘Real World’
EXAMPLE
Phase one: Themes

Guided Flexibility
Future
Proofing
Academic
Approach
Proximity:
Geographic and …
XXXXXXXXXXXXXXXXXXX
• XXXXXXXXXXXXXXXXXXX
XXXXX
‘Real World’
EXAMPLE
Phase one: Themes

Academic
Approach
Future Proofing:
Preparing students for an …..
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXX
‘Real World’
EXAMPLE
Phase one: Themes

Future
Proofing
Academic Approach:
Inculcation of critical …
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXXXX
XXXXX
‘Real World’
EXAMPLE
Phase one: Themes

Strategy: Implementation
STEP 05 – SUNE & ANTISUNE
YELLOW FRONT = SUNE
• R U R’ U R U2 R’
YELLOW RIGHT = ANTISUNE
• U2 R U2 R’ U’ R U’ R’

Tom Wujec
Got a wicked problem? First, tell me
how you make toast!

• Individual
• Time:
10'
• List customers and key
players on the left.
ONESESSION

• Group
• Time:
15'
ONESESSION

• Team
• Voting
• Time:
15'
ONESESSION

• Individual
• Time:
10'
• Identify the top 3
problems you perceive
each of these customers
may have, on the right.
• Ask Yourself - Which
problems are worth
solving?
• Identify - Pain relievers
& gain creators
ONESESSION

Even though customers may essentially hold
all the answers …
… you simply cannot ask them what they
want.
Given the right context, customers may
clearly articulate their problems . . .
… but it’s your job as visionary leaders to
come up with solutions.
TWOSESSION

TWOSESSION
• Individual
• Time:
10'
• Use the Phrase - How
might we … H. M. W.
solutions your institution
provides for each of the
various customer
problems.
• How ‘defensible’ are
these?

TWOSESSION
• Individual
• Time:
10'

• Individual
• Time:
20'
• Identify the top 3 ways
each solution can be
seen, experienced or
understood by each of
the customer groups.
THREESESSION

FOURSESSION
• Individual
• Time:
20'
unique attributes
associated in the way
your institution provides
and evidences each
solution to the various
customer groups.

FIVESESSION
• Individual
• Time:
20'
• Distil and synthesize all
your learnings into a
single statement –
capturing the essence of
the customer challenges
your institutions unique
solutions seek address.

Strategy Evaluation
STEP 06 COMPLETION
HEADLIGHTS FACE AWAY (& ALL BLUE)
(NB* TURN U NOT SIMPLY ORIENTATING
THE CUBE IN YOUR HAND)
• R’ F R’ B2 R F’ R’ B2 R2
SOLID BAR ONE COLOUR TO BACK
• R U’ R U R U R U’ R’ U’ R2
Strategy Evaluation
STEP 06 COMPLETION
HEADLIGHTS FACE AWAY (& ALL BLUE)
(NB* TURN U NOT SIMPLY ORIENTATING
THE CUBE IN YOUR HAND)
• R’ F R’ B2 R F’ R’ B2 R2
SOLID BAR ONE COLOUR TO BACK
• R U’ R U R U R U’ R’ U’ R2

The team can watch over
video from another
room.

FM T W T FTW T FT
…they won’t all take 5 days.
Properly understood, an adaptive
organization accomplishes its purpose by
using self-learning and iteration to
converge on a configuration ideally suited
to its unique environment.

www.tioli.co.za www.markedplace.co.za
BUY, SELL & FUNDBUY, SELL & FUND
M A R K e d P l a c e
sendersby@tioli.co.za | Stephen Endersby | 082 709 0435 | sendersby@markedplace.co.za

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