Keynote presentation, given to the Executives Capital Club in Bahrain on 2012. Covering the challenges of developing a good company strategy in difficult times.
The document discusses the role of a planner in an organization. It defines what a plan and planner are, lists important qualities like integrity and emotional intelligence. It then outlines several key roles of a planner including aiding senior leadership as a strategic advisor, conducting research, integrating different planning functions, monitoring strategy implementation, playing devil's advocate, and training management staff. The planner reports to senior leadership and helps develop goals, strategies and action plans with milestones to track progress.
This document outlines the strategic planning process. It begins with an agenda and learning objectives. It then defines strategic planning, discusses types of strategic planning, and the benefits. It describes the planning to plan phase and lists prerequisites. The strategic planning process involves developing a mission, vision, values, SWOT analysis, goals, objectives, implementation plan, communication plan, and evaluation. A variety of tools can support the process, including Appreciative Inquiry, Open Space Technology, public consultation, meetings, surveys, and research.
This document discusses various aspects of leadership including setting goals, providing vision, inspiring employees, training and coaching, learning, power and motivation. It emphasizes that effective leaders provide a clear vision and involve employees in setting realistic and attainable goals. Leaders must inspire employees and gain their trust by displaying energy and a positive attitude. Training, coaching, feedback and addressing barriers are important for developing employees. While power can force compliance, leadership influences others to willingly achieve goals. Motivation depends on needs and the perception that certain actions will help satisfy those needs.
The document outlines a presentation on developing and implementing organizational strategy. It discusses defining an organization's mission, identifying strategic expectations through analyzing the competitive environment and a company's internal strengths and weaknesses, evaluating strategic options, selecting the best strategic fit, and aligning operations to execute the strategy. The presentation uses an example case of an airline called Sky Air that is shifting its strategy from growth to profitability to illustrate these concepts. Attendees are engaged to discuss and apply the strategic planning framework to Sky Air's situation.
WORKSHOP 1 – TURNING STRATEGY INTO GREAT PERFORMANCECFG
This document summarizes key concepts from a workshop on turning strategy into great performance for charities and non-profits. It discusses (1) different perspectives on strategy, including execution, emergence, and strategic intuition; (2) the importance of mission and adapting strategy to fulfill an organization's mission; and (3) the role of leadership, communication, and strategic deliberations in developing and implementing effective strategies. The workshop aimed to draw on both academic and practical views to help non-profit leaders and finance staff strengthen their approach to strategy.
The document discusses the role of a planner in an organization. It defines what a plan and planner are, lists important qualities like integrity and emotional intelligence. It then outlines several key roles of a planner including aiding senior leadership as a strategic advisor, conducting research, integrating different planning functions, monitoring strategy implementation, playing devil's advocate, and training management staff. The planner reports to senior leadership and helps develop goals, strategies and action plans with milestones to track progress.
This document outlines the strategic planning process. It begins with an agenda and learning objectives. It then defines strategic planning, discusses types of strategic planning, and the benefits. It describes the planning to plan phase and lists prerequisites. The strategic planning process involves developing a mission, vision, values, SWOT analysis, goals, objectives, implementation plan, communication plan, and evaluation. A variety of tools can support the process, including Appreciative Inquiry, Open Space Technology, public consultation, meetings, surveys, and research.
This document discusses various aspects of leadership including setting goals, providing vision, inspiring employees, training and coaching, learning, power and motivation. It emphasizes that effective leaders provide a clear vision and involve employees in setting realistic and attainable goals. Leaders must inspire employees and gain their trust by displaying energy and a positive attitude. Training, coaching, feedback and addressing barriers are important for developing employees. While power can force compliance, leadership influences others to willingly achieve goals. Motivation depends on needs and the perception that certain actions will help satisfy those needs.
The document outlines a presentation on developing and implementing organizational strategy. It discusses defining an organization's mission, identifying strategic expectations through analyzing the competitive environment and a company's internal strengths and weaknesses, evaluating strategic options, selecting the best strategic fit, and aligning operations to execute the strategy. The presentation uses an example case of an airline called Sky Air that is shifting its strategy from growth to profitability to illustrate these concepts. Attendees are engaged to discuss and apply the strategic planning framework to Sky Air's situation.
WORKSHOP 1 – TURNING STRATEGY INTO GREAT PERFORMANCECFG
This document summarizes key concepts from a workshop on turning strategy into great performance for charities and non-profits. It discusses (1) different perspectives on strategy, including execution, emergence, and strategic intuition; (2) the importance of mission and adapting strategy to fulfill an organization's mission; and (3) the role of leadership, communication, and strategic deliberations in developing and implementing effective strategies. The workshop aimed to draw on both academic and practical views to help non-profit leaders and finance staff strengthen their approach to strategy.
This document provides guidance on goal setting and achieving success. It defines success as the achievement of something desired. Several quotes are provided about focus, preparation, dreams, and vision being keys to accomplishing goals. The document outlines developing a vision and goals, creating a SMART plan using the SOSTAC framework, analyzing strengths and weaknesses, overcoming challenges through creativity, managing time effectively, and learning from both successes and failures. The overall message is that being a dreamer, having a vision, setting goals, creating a plan, developing skills, and continuously improving based on experience are essential for achieving success.
Why Your Strategic Plan Does Not Get Executed and What You Can Do About ItHowardLitwak
There is nothing more important than making sure that your strategy is executed in a timely and efficient manner.
Execution disciplines help improve the linkage between your plan and your desired results.
If you are not getting the results you want, this may be the most important presentation you ever view!
DubLi Network | Are you Working Hard or Working S.M.A.R.T?DubLi Network
To successfully achieve your goals, the process of working S.M.A.R.T has proven to be the most effective method. The system is simple and involves setting realistic and achievable goals under the SMART guidelines. Read our guide that explains how to turn dreams into reality.
Strategic planning is important for companies to survive and succeed in today's rapidly changing global marketplace. Most companies do not have a proper strategic plan and only focus on short-term goals rather than long-term vision and direction. Strategic planning provides companies with purpose, direction, and a way to align all business activities. It requires creating a clear vision and values, developing a well-thought out plan with input from inside and outside the company, and committing to great execution through communication and accountability. Companies that strategically plan and implement their plans have much higher success rates than those that do not plan strategically.
A workshop for a staff or school management to use the Mission / Philosophy Statements from the school to analyse and define the marketing and branding of the school.
This document discusses planning and goal setting. It defines planning as thinking about activities needed to achieve desired goals based on foresight. Managers plan to offset uncertainty, focus objectives, provide a coordinated roadmap, increase efficiency, and facilitate control. Goals are future results envisioned to achieve, and plans outline how goals will be met. The document outlines different types of goals and plans and approaches to setting goals like traditional, means-ends chain, and management by objectives. It also discusses developing plans, approaches to planning like reactive, inactive, preactive, and proactive, and contemporary issues in planning like criticisms and effective planning in dynamic environments.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
The document outlines a strategic planning process including analysis, planning, and execution phases. The analysis phase involves assessing 6 elements: capabilities, vision, market, numbers, people, and processes. The planning phase focuses on setting written goals, developing people, sales/marketing plans, measurement, and innovation. Finally, the execution phase discusses implementing the plan through 90-day plans, communication, accountability partners, and weekly meetings.
This document provides an overview and agenda for a time management training session. It discusses the importance of time management, goal setting, and organizing to achieve goals. The training will cover topics like analyzing time habits, setting priorities, time saving techniques, and the seven habits of highly effective people. Participants will do self-assessments on planning and goal setting. The document outlines the objectives, contents, and activities to be covered in the training.
Sme strategy half day strategic planning workshops offsitesAnthony C Taylor
Dedicating time to have your team discuss about the future strategy and the direction of your organization is vital to stay aligned to your vision and be effective day to day. SME Strategy facilitates these discussions with flat fee half day sessions. These sessions include all topics relevant to a strategic plan including: Vision, mission, values, stakeholder engagement, organizational capacity, and much more. Learn more at: http://www.smestrategy.net/strategic-planning-workshop-vancouver
Attendees will go through the strategic planning and analysis processes and resources needed to create a long-term and annual strategic plan. Strategic planning skills, processes, and techniques require training and implementation, so the workshop exercises will focus on the activities that are required to:
• Develop an effective and executable strategic plan.
• Work through a comprehensive analysis of the chapter’s strategic strengths, weaknesses, opportunities, and threats.
• Create a Michael Porter Five Forces model that will provide insight into the impact of the chapter’s buyers, suppliers, product substitutes, and potential entrants have on their market.
The role of strategic planning in effecting change the realtionshiop between ...William Kapambwe
Strategic planning is a management tool that helps organizations focus their energy and work towards common goals. It determines an organization's direction over the next year or more. The strategic planning process involves three major activities: strategic analysis, setting strategic direction through goals and strategies, and action planning to implement strategies. While strategic planning is a disciplined process, it is also creative and allows for flexibility as insights are gained.
This document outlines the strategic planning process presented by Mr. Ankush P. Jadhav and Miss. Tejashree R. Kedar. It defines strategic planning as a tool that provides guidance to fulfill an organization's mission efficiently. The document discusses performing a SWOT and PO analysis, designing the plan, implementing it, and measuring success. It also notes benefits like promoting stability, priorities, and positive change, but risks include not having enough time or commitment. In summary, the presentation provides an overview of strategic planning, the key steps involved, and its importance for quality management systems and business success.
This document discusses the importance and benefits of goal setting. It notes that only 5% of Americans achieve financial security by retirement, while a Yale study found that those with written goals comprised 3% of the population but achieved 95% of total wealth. The document outlines how to create SMART goals and stresses the importance of flexibility, incentives, communication, and accountability. It argues that goal setting can increase focus, productivity, satisfaction and help people live purposefully.
9 Newsletter Linking people to the behavioral structureGraylit
The document discusses linking organizational goals to individual roles and actions by defining ideal actions for each role that contribute to key performance indicators (KPIs), and collectively form the "behavioral structure" underlying the business plan and strategy. It emphasizes engaging employees to willingly commit to performing the ideal actions for their roles in order to increase success, motivation, and results for both the individual and the organization. The behavioral structure is presented as a way to align human performance with organizational strategy and goals.
Planning is an important project management technique that involves preparing steps to achieve goals. There are three main types of plans: operational plans focus on routine tasks and procedures; tactical plans support strategic plans by translating them into area-specific plans; and strategic plans are designed by top managers to achieve long-term organizational goals and provide a framework for lower-level planning. Setting goals helps provide management direction, allocate resources, define culture, and assess performance. Successful goal setting involves making goals specific, measurable, achievable, realistic, and timely. Barriers to goal setting include lack of vision, fear of the unknown, lack of understanding, history of failure, and lack of focus.
The document lists 60 ideas for motivating contact center employees. Some of the ideas include inviting employees to help design team branding, ensuring work procedures are documented clearly, providing regular coaching and feedback, communicating the organization's strategic goals, and rotating motivational incentives regularly to prevent boredom.
100 Day Plan PPT Summary Graphics Download Deliver Strategic Proposal SlideTeam
This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with fifteen slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on 100 Day Plan Ppt Summary Graphics Download Deliver Strategic Proposal with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
This document outlines Trudy Phillips' one page strategic planning process. It includes sections on vision, mission, objectives, strategies, action plans, and considerations for success. The process helps businesses set goals in key areas like sales, profits, costs and markets. It provides templates to establish objectives and metrics to track over time. Business owners are guided to define specific strategies and action-oriented projects to complete by certain dates. The one page format aims to help businesses simply and effectively plan for growth.
YOUR 30-, 60-, AND 90-DAY GAME PLAN FOR CAREER SUCCESS IN TODAY’S LEANER WORK...Kelly Services
The document provides a 30-, 60-, and 90-day game plan for career success in today's lean workforce. The 30-day plan focuses on understanding expectations, developing a success plan with milestones, and learning communication patterns. The 60-day plan emphasizes becoming more independent and building credibility. The 90-day plan involves accelerating learning, getting feedback, and team building to fully integrate into the new role.
The document discusses the differences between strategic planning and business planning. Strategic planning determines an organization's direction and goals over multiple years and focuses on the entire organization, while business planning focuses on specific products, services, or programs and includes operational details. The author argues that strategic planning sets the foundation that business planning builds upon by outlining operational details. Both are important for organizational success but have distinct purposes.
Strategic Planning
& Goal Setting
ASSESSMENTS:
STRATEGIC PLANNING
GOAL SETTING
White Paper
STRATEGIC PLANNING
Strategic planning is a disciplined effort. In the end, it produces fundamental decisions and actions that shape
and guide what an organization is, who it serves, what it does and why. With a focus on the future, effective strategic
planning also articulates how an organization will know if it is successful. A successful strategic plan sets priorities,
focuses energy and resources, strengthens operations, and ensures that employees and other stakeholders are work-
ing toward common goals. Strategic planning answers three key questions:
• Where are we?
• Where are we going?
• How will we get there?
Where are we?
Consider the foundational elements of your mission statement, values and/or guiding principles, and SWOT
(strengths, weaknesses, opportunities, threats) to assess where your business is — what is happening internally and
externally — and determine what changes you need to make.
Where are we going?
The future is impossible to predict, but contemplating scenarios will focus your attention and help you define the
future for your business. Specifically, compare your organization to your competitors. What do you do best? What
makes you unique? What can your organization potentially do better than any other organization? Answering these
questions will help you formulate a picture of what your future make up will be and where you are headed.
How will we get there?
This is the meat of your strategic plan. It’s also the most time consuming. There are a number of routes from your
current position to your vision, and picking the right one will determine how quickly or slowly you get to your final
destination. Determine your strategy, set short and long term goals, and develop action items to get you there. Iden-
tify issues that surround management and monitoring of the action items.
Remember, strategic planning is about growing and improving your company. When you don’t plan, the best you can
hope for is maintenance of the status quo. Further down the line, you can expect challenges that will significantly
damage or destroy your organization.
The Seven Rules
In addition to answering the three questions above, effective strategic planning requires following 7 critical rules.
1. Pick the right players.
Selecting who should be part of the planning team is an important question. It is essential that planning team mem-
bers are people who are committed to the growth of the company, and who can provide valuable input to the process.
Unless there is a key employee or manager you want to develop, this is not a time to include every member of your
staff. Vet each team member, ensuring each is of the quality and stature (i.e. gets work done and is respected within
the company) required to be part of the planning group. Members of the planning team must maintain complete
2. Strategic Planning & G.
This document provides guidance on goal setting and achieving success. It defines success as the achievement of something desired. Several quotes are provided about focus, preparation, dreams, and vision being keys to accomplishing goals. The document outlines developing a vision and goals, creating a SMART plan using the SOSTAC framework, analyzing strengths and weaknesses, overcoming challenges through creativity, managing time effectively, and learning from both successes and failures. The overall message is that being a dreamer, having a vision, setting goals, creating a plan, developing skills, and continuously improving based on experience are essential for achieving success.
Why Your Strategic Plan Does Not Get Executed and What You Can Do About ItHowardLitwak
There is nothing more important than making sure that your strategy is executed in a timely and efficient manner.
Execution disciplines help improve the linkage between your plan and your desired results.
If you are not getting the results you want, this may be the most important presentation you ever view!
DubLi Network | Are you Working Hard or Working S.M.A.R.T?DubLi Network
To successfully achieve your goals, the process of working S.M.A.R.T has proven to be the most effective method. The system is simple and involves setting realistic and achievable goals under the SMART guidelines. Read our guide that explains how to turn dreams into reality.
Strategic planning is important for companies to survive and succeed in today's rapidly changing global marketplace. Most companies do not have a proper strategic plan and only focus on short-term goals rather than long-term vision and direction. Strategic planning provides companies with purpose, direction, and a way to align all business activities. It requires creating a clear vision and values, developing a well-thought out plan with input from inside and outside the company, and committing to great execution through communication and accountability. Companies that strategically plan and implement their plans have much higher success rates than those that do not plan strategically.
A workshop for a staff or school management to use the Mission / Philosophy Statements from the school to analyse and define the marketing and branding of the school.
This document discusses planning and goal setting. It defines planning as thinking about activities needed to achieve desired goals based on foresight. Managers plan to offset uncertainty, focus objectives, provide a coordinated roadmap, increase efficiency, and facilitate control. Goals are future results envisioned to achieve, and plans outline how goals will be met. The document outlines different types of goals and plans and approaches to setting goals like traditional, means-ends chain, and management by objectives. It also discusses developing plans, approaches to planning like reactive, inactive, preactive, and proactive, and contemporary issues in planning like criticisms and effective planning in dynamic environments.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
The document outlines a strategic planning process including analysis, planning, and execution phases. The analysis phase involves assessing 6 elements: capabilities, vision, market, numbers, people, and processes. The planning phase focuses on setting written goals, developing people, sales/marketing plans, measurement, and innovation. Finally, the execution phase discusses implementing the plan through 90-day plans, communication, accountability partners, and weekly meetings.
This document provides an overview and agenda for a time management training session. It discusses the importance of time management, goal setting, and organizing to achieve goals. The training will cover topics like analyzing time habits, setting priorities, time saving techniques, and the seven habits of highly effective people. Participants will do self-assessments on planning and goal setting. The document outlines the objectives, contents, and activities to be covered in the training.
Sme strategy half day strategic planning workshops offsitesAnthony C Taylor
Dedicating time to have your team discuss about the future strategy and the direction of your organization is vital to stay aligned to your vision and be effective day to day. SME Strategy facilitates these discussions with flat fee half day sessions. These sessions include all topics relevant to a strategic plan including: Vision, mission, values, stakeholder engagement, organizational capacity, and much more. Learn more at: http://www.smestrategy.net/strategic-planning-workshop-vancouver
Attendees will go through the strategic planning and analysis processes and resources needed to create a long-term and annual strategic plan. Strategic planning skills, processes, and techniques require training and implementation, so the workshop exercises will focus on the activities that are required to:
• Develop an effective and executable strategic plan.
• Work through a comprehensive analysis of the chapter’s strategic strengths, weaknesses, opportunities, and threats.
• Create a Michael Porter Five Forces model that will provide insight into the impact of the chapter’s buyers, suppliers, product substitutes, and potential entrants have on their market.
The role of strategic planning in effecting change the realtionshiop between ...William Kapambwe
Strategic planning is a management tool that helps organizations focus their energy and work towards common goals. It determines an organization's direction over the next year or more. The strategic planning process involves three major activities: strategic analysis, setting strategic direction through goals and strategies, and action planning to implement strategies. While strategic planning is a disciplined process, it is also creative and allows for flexibility as insights are gained.
This document outlines the strategic planning process presented by Mr. Ankush P. Jadhav and Miss. Tejashree R. Kedar. It defines strategic planning as a tool that provides guidance to fulfill an organization's mission efficiently. The document discusses performing a SWOT and PO analysis, designing the plan, implementing it, and measuring success. It also notes benefits like promoting stability, priorities, and positive change, but risks include not having enough time or commitment. In summary, the presentation provides an overview of strategic planning, the key steps involved, and its importance for quality management systems and business success.
This document discusses the importance and benefits of goal setting. It notes that only 5% of Americans achieve financial security by retirement, while a Yale study found that those with written goals comprised 3% of the population but achieved 95% of total wealth. The document outlines how to create SMART goals and stresses the importance of flexibility, incentives, communication, and accountability. It argues that goal setting can increase focus, productivity, satisfaction and help people live purposefully.
9 Newsletter Linking people to the behavioral structureGraylit
The document discusses linking organizational goals to individual roles and actions by defining ideal actions for each role that contribute to key performance indicators (KPIs), and collectively form the "behavioral structure" underlying the business plan and strategy. It emphasizes engaging employees to willingly commit to performing the ideal actions for their roles in order to increase success, motivation, and results for both the individual and the organization. The behavioral structure is presented as a way to align human performance with organizational strategy and goals.
Planning is an important project management technique that involves preparing steps to achieve goals. There are three main types of plans: operational plans focus on routine tasks and procedures; tactical plans support strategic plans by translating them into area-specific plans; and strategic plans are designed by top managers to achieve long-term organizational goals and provide a framework for lower-level planning. Setting goals helps provide management direction, allocate resources, define culture, and assess performance. Successful goal setting involves making goals specific, measurable, achievable, realistic, and timely. Barriers to goal setting include lack of vision, fear of the unknown, lack of understanding, history of failure, and lack of focus.
The document lists 60 ideas for motivating contact center employees. Some of the ideas include inviting employees to help design team branding, ensuring work procedures are documented clearly, providing regular coaching and feedback, communicating the organization's strategic goals, and rotating motivational incentives regularly to prevent boredom.
100 Day Plan PPT Summary Graphics Download Deliver Strategic Proposal SlideTeam
This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with fifteen slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on 100 Day Plan Ppt Summary Graphics Download Deliver Strategic Proposal with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
This document outlines Trudy Phillips' one page strategic planning process. It includes sections on vision, mission, objectives, strategies, action plans, and considerations for success. The process helps businesses set goals in key areas like sales, profits, costs and markets. It provides templates to establish objectives and metrics to track over time. Business owners are guided to define specific strategies and action-oriented projects to complete by certain dates. The one page format aims to help businesses simply and effectively plan for growth.
YOUR 30-, 60-, AND 90-DAY GAME PLAN FOR CAREER SUCCESS IN TODAY’S LEANER WORK...Kelly Services
The document provides a 30-, 60-, and 90-day game plan for career success in today's lean workforce. The 30-day plan focuses on understanding expectations, developing a success plan with milestones, and learning communication patterns. The 60-day plan emphasizes becoming more independent and building credibility. The 90-day plan involves accelerating learning, getting feedback, and team building to fully integrate into the new role.
The document discusses the differences between strategic planning and business planning. Strategic planning determines an organization's direction and goals over multiple years and focuses on the entire organization, while business planning focuses on specific products, services, or programs and includes operational details. The author argues that strategic planning sets the foundation that business planning builds upon by outlining operational details. Both are important for organizational success but have distinct purposes.
Strategic Planning
& Goal Setting
ASSESSMENTS:
STRATEGIC PLANNING
GOAL SETTING
White Paper
STRATEGIC PLANNING
Strategic planning is a disciplined effort. In the end, it produces fundamental decisions and actions that shape
and guide what an organization is, who it serves, what it does and why. With a focus on the future, effective strategic
planning also articulates how an organization will know if it is successful. A successful strategic plan sets priorities,
focuses energy and resources, strengthens operations, and ensures that employees and other stakeholders are work-
ing toward common goals. Strategic planning answers three key questions:
• Where are we?
• Where are we going?
• How will we get there?
Where are we?
Consider the foundational elements of your mission statement, values and/or guiding principles, and SWOT
(strengths, weaknesses, opportunities, threats) to assess where your business is — what is happening internally and
externally — and determine what changes you need to make.
Where are we going?
The future is impossible to predict, but contemplating scenarios will focus your attention and help you define the
future for your business. Specifically, compare your organization to your competitors. What do you do best? What
makes you unique? What can your organization potentially do better than any other organization? Answering these
questions will help you formulate a picture of what your future make up will be and where you are headed.
How will we get there?
This is the meat of your strategic plan. It’s also the most time consuming. There are a number of routes from your
current position to your vision, and picking the right one will determine how quickly or slowly you get to your final
destination. Determine your strategy, set short and long term goals, and develop action items to get you there. Iden-
tify issues that surround management and monitoring of the action items.
Remember, strategic planning is about growing and improving your company. When you don’t plan, the best you can
hope for is maintenance of the status quo. Further down the line, you can expect challenges that will significantly
damage or destroy your organization.
The Seven Rules
In addition to answering the three questions above, effective strategic planning requires following 7 critical rules.
1. Pick the right players.
Selecting who should be part of the planning team is an important question. It is essential that planning team mem-
bers are people who are committed to the growth of the company, and who can provide valuable input to the process.
Unless there is a key employee or manager you want to develop, this is not a time to include every member of your
staff. Vet each team member, ensuring each is of the quality and stature (i.e. gets work done and is respected within
the company) required to be part of the planning group. Members of the planning team must maintain complete
2. Strategic Planning & G.
1. The document discusses the importance of strategic planning for organizations to set clear goals and priorities, have all team members working towards the same objectives, and make efficient decisions.
2. It defines strategic planning as a process that translates an organization's vision into goals and objectives with specific steps to achieve them.
3. The document provides tips for creating a strategic plan, including reviewing current performance, identifying priorities and mission, outlining strategies and tactics, assigning accountability, and regularly reviewing progress.
Module 3 business planning with benefit of hindsightrestartplatform
This document provides information about business planning and experimentation. It discusses the importance of business planning, but also notes that experimentation may be a better approach in some cases. Business plans are important for setting goals and evaluating progress, but they do not guarantee success. The document outlines common myths about business planning, such as the idea that plans are only for startups or only needed for raising capital. It emphasizes that plans should be concise and focus on key questions like the problem being solved, target customers, competition, and financial projections. Overall, the document suggests that while planning is valuable, experimenting and getting early customer feedback may be lower risk approaches in some sectors compared to traditional business planning models.
This document discusses business planning and the importance of experimentation. It begins by outlining what will be covered in the business planning module, including getting back to basics on business plans, debunking common myths, improving plans over time, and learning from experimentation. It then discusses what business plans are and why they are important, addressing myths around business planning. The document emphasizes that while planning is important, experimentation is also critical for building resilient businesses and planning for difficulties. Business plans should incorporate learning from previous attempts and focus on addressing investors' main concerns around the executive summary, management team, and financials. Overall, the document promotes balancing thorough planning with a willingness to test assumptions and adapt plans based on real-world feedback
1. The document presents a strategic planning presentation by Ahasanul Hasan for his BBA program at Khwaja Yunus Ali University.
2. Strategic planning is defined as a process for organizational leaders to determine their vision and goals for the future and identify actions to achieve those goals.
3. The presentation outlines the benefits of strategic planning, key processes involved, and reasons why some firms do not engage in strategic planning.
Hossam Weiss provides a document outlining his experience and qualifications for business planning. He has over 20 years of experience in project, program, and portfolio management as well as general management and business planning. He has worked with several major companies. The document outlines his educational background and professional certifications. It then discusses the objectives and outline of a business planning presentation, covering topics such as situational analysis using tools like SWOT, PEST, and Porter's Five Forces to understand the internal and external business environment and form strategies and objectives.
The document discusses the project preparation phase, which aims to identify the project work, establish goals and objectives, and set up efficient decision-making. It involves conceptualizing the project, establishing goals and objectives, issuing a project charter, outlining an implementation strategy, developing cost estimates, identifying risks, defining roles and responsibilities, and holding a kickoff meeting. The preparation phase comes after identifying solutions and allows checking preconditions before moving to the planning stage.
This document outlines a lecture on strategic planning that covers key concepts like mission, vision, values, goals, and the strategist's role. It discusses developing a mission statement, disaggregating it into departmental missions, and setting objectives. Examples are provided from McDonald's, Sainsbury's, and Levi Strauss. The document also covers strategic approaches like prospector, analyzer, defender, and reactor, as well as identifying performance gaps to develop strategies to close them.
This document discusses strategic planning and execution for organizations. It emphasizes the importance of:
1) Taking time to understand the business, formulate a clear vision and mission, and develop a strategy and tactics to achieve them.
2) Integrating strategic planning and execution cycles so strategy directly informs execution.
3) Rigorously executing strategic and operational plans through commitment, continuous improvement, monitoring competition, and stakeholder engagement.
The document provides a framework for strategic planning and execution, highlighting key steps and considerations for each process. It aims to help organizations strengthen performance through thoughtful strategy development and disciplined implementation.
This document summarizes an interview conducted with Debbie, a supervisor/manager at a family resource center, about the management functions of planning, organizing, leading, and controlling. Debbie implements a planning process to set goals and schedule upcoming events. She has also planned her career progression by completing management courses. While funding from the government is a barrier, Debbie has asked for additional funding to improve services and staff training. Overall, the interview showed that planning is important for an organization to have direction and focus its resources, though external factors can influence achieving objectives.
Strategic thinking involves anticipating changes, recognizing new opportunities, and adapting plans in response to events. Good strategists balance planning with the ability to react creatively when circumstances change. The IKEA strategy emerged from reacting to opportunities rather than rigid planning. Strategic plans should allow for challenging assumptions and recognizing when the plan is outdated. Regular reviews and adapting strategy helps organizations take advantage of unforeseen events. Strategists assess risks and uncertainties but also make committed decisions to shape an uncertain future. Both internal risks like capabilities and external risks like market dynamics must be considered. An effective strategy balances planning with the flexibility to adjust to new information.
To build a strategic PMO, focus on cultural change through speed and patience, leadership from the bottom up, enterprise-wide systems, knowledge management, and open communication. Establish processes and standards while allowing flexibility. View projects through a systems perspective across the organization. Continuous learning and process improvement are needed over several years to fully mature the PMO and achieve project management excellence.
This document discusses developing an effective business strategy through a strategic planning process. It outlines four key questions to answer: 1) How do customers see us? 2) How do we see ourselves? 3) How do we see the future? 4) What are we going to do? The strategic planning process involves gathering input from customers, employees, and competitors to develop a vision for the future of the business and a specific action plan for the upcoming year. Regular review and implementation is emphasized to ensure the strategic plan is put into action and the business can adapt as needed.
This document discusses developing an effective business strategy through a strategic planning process. It outlines four key questions to answer: 1) How do customers see us? 2) How do we see ourselves? 3) How do we see the future? 4) What are we going to do? The strategic planning process involves gathering input from customers, employees, and competitors to develop a vision for the future of the business and a specific action plan for the upcoming year. Regular review and implementation is important to ensure the strategic plan guides the business and does not just sit on a shelf.
This document discusses developing an effective business strategy through a strategic planning process. It outlines four key questions to answer: 1) How do customers see us? 2) How do we see ourselves? 3) How do we see the future? 4) What are we going to do? The strategic planning process involves gathering input from customers, employees, and competitors to develop a vision for the future of the business and a specific action plan for the upcoming year. Regular review and implementation is emphasized to ensure the strategic plan is put into action and the business can adapt as needed.
Strategic planning is one of the most important responsibilities of senior management as it sets the organizational vision, strategies, and resource deployment to achieve that vision. However, strategic plans are often misunderstood and poorly used, resulting in large documents that are not implemented. There are several common reasons for this, including senior management not following a defined process, the plan being delegated without true endorsement, and lack of communication and implementation guidelines. Properly developing a strategic plan requires involvement from senior leadership, understanding what the plan is designed to provide, and having a defined process and methodology to create the plan in a timely and efficient manner.
This document provides guidance on developing a successful business plan for a museum or cultural organization. It recommends involving all levels of the organization to ensure accurate information and buy-in. The business plan should include an executive summary, organizational overview with vision and values, strategic aims and objectives, internal and external analysis, financial plans, and monitoring processes. Developing the plan takes 6-8 weeks typically and an away day can encourage fresh thinking. The guidance then outlines what to include in each section to create an effective roadmap for achieving organizational goals.
To build a strategic PMO, an organization needs to focus on cultural change through several key areas over time, including gaining speed in achieving objectives while also having patience as full deployment may take years. The PMO should start small with individual departmental projects before expanding enterprise-wide. All levels from project teams to executives must be engaged. Continuous learning and improving processes are also important. Ultimately, a strategic PMO helps manage projects and link them to corporate strategy through portfolio management.
Similar to Strategy planning in difficult times keynote capital club bahrain (20)
Performance management aims to achieve organizational goals consistently through regular feedback on both results and behaviors. It can be made more effective by linking individual goals to business plans, focusing on both results and behaviors, providing regular reviews and updates, and training managers to give valid and unbiased feedback. Integrating competencies supports feedback on how work was performed. A phased implementation approach is recommended, starting with the basics of goal-setting and feedback before integrating competencies.
Bodylanguage and culture - My website moved now to Boxolog.comBoxolog.com
This document discusses how body language and gestures can have different meanings across cultures. It provides examples of how behaviors like eye contact, hand gestures, walking style, and sitting positions that may be acceptable or neutral in some places can be rude or have alternate meanings in other parts of the world. Understanding cultural differences in nonverbal communication is important for cross-cultural interactions.
Icebreakers and games for training and workshops - My website moved now to Bo...Boxolog.com
My preferred icebreakers and games for mid-level workshops and training. I like very much the 10 dollar auction game!
My website moved now to Boxolog.com
An elevator pitch is a short summary used to describe a business or idea in a concise manner, typically no longer than 30 seconds. It is important for ensuring team members communicate a unified message and to gain support, engagement, and opportunities. An effective elevator pitch tells the listener the subject being discussed, what is being said about the subject, how it will be conveyed, and whether the message has been communicated clearly. It should follow best practices like being concise, clear, compelling, credible, and customized to the audience. The document provides guidance on developing an elevator pitch, including gathering information, organizing it into logical categories, and getting feedback to refine the message.
What is an organization workshop for managersBoxolog.com
A clear and short presentation for managers, to understand what is an organization and what is their key role in that organization: to link the organization ID (the values) to the other 6S of an or
Hotel manager challenge keynote thailand hotel associationBoxolog.com
This document provides information about Fred Haentjens and his company Steppingstone Global. It lists their website and social media profiles on Twitter, LinkedIn, and Facebook. It then shares two short stories, one about two shoe salesmen in 19th century Africa and another about a construction site manager. The stories illustrate lessons about seeing opportunities and properly motivating employees. The document concludes by stating that Steppingstone Global helps business leaders develop their people and infrastructure.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
1 Circular 003_2023 ISO 27001_2022 Transition Arrangments v3.pdf
Strategy planning in difficult times keynote capital club bahrain
1. Follow us on:
Steppingstoneglobal.biz
Or on social media:
Twitter @fredhaentjens
linkedin.com/in/fhaentjens
Facebook.com/fredhaentjens
2. Strategy Planning: obvious!
When we say “we need to plan our strategy”, we
are stating the obvious.
But, as the poet Khalil Gibran said wisely:
“The obvious is that which is never seen until
someone expresses it simply”.
5. Strategy planning in good times
Strategy Planning is about the Method, the Process and the
Capabilities of planning.
Many book and articles
have been published on
the methods and
processes of strategic
planning, and these are
available for relatively
little money.
6. Strategy planning in good times
The challenge of strategy planning is not in acquiring the
knowledge, but lays in:
1. The understanding of the
plan, by them who will need
to execute it
2. The acceptance of the plan by
your stakeholders and
shareholders
3. The capability to plan for your
organization, department or
team
7. Strategy planning in good times
In booming times, we have money and time to spend on
consultants who have:
1. The capability to plan ourselves
2. The Change models to help the
organization to accept
eventual changes
3. The programs to train people
in understanding the business
and it’s dynamics
8. Strategy Planning in bad times
In bad times we can still acquire books and articles on
Strategy Planning, but we notice that we have also to make
our company more lean, more cost effective and more
competitive.
And we have
to start using
our own
internal
resources to
plan and
execute our
strategy.
9. Strategy Planning in bad times
In difficult times we have to
work with what we have, even
more customer focused and
start thinking of developing
ourselves. We develop our own
capability to:
1. Plan customer centric strategies in organization,
department and team objectives
2.To ensure that the organization and the individuals
accepts the plan and eventual changes
3.Help the staff to understand the business dynamics and
it’s planning, and coach the implementation of the plan
10. Good versus Bad planning
Most organizations start un-organized
from the beginning. Many studies have
shown that in the first cycle of an
company’s life, we plan and structure
little. The organization is the sum of the
people who make it grow.
But After some time we enter a second
cycle of our corporate life and we need
to structure. The first thing we do is…
develop and organization Chart.
11. Good versus Bad planning
When making a strategy plan, we have two options:
3.We start from the Vision and Mission
4.We start from the Organization Chart
The logic and theory tell us that we should start from the:
Vision & Mission
Reality is… 85% of the organizations start planning from the
Organization Chart.
But why?
12. Good versus Bad planning
Why do 85% of the organizations
start planning from the
Organization Chart, and not the
Vision/Mission?
Most frequent reasons:
- The vision and mission are not reflecting the strategy of the
company. It is merely a branding and marketing tool
- Strategy planning is time consuming. Therefore management
asks the departments and mid-management to start planning
first, but that never happens
- The Organization Chart is in many cases a visual map of
current organization capacity. Building a strategy based on
current capacities does not require any change.
13. Good versus Bad planning
So, strategy planning can be based on the:
•Vision and Mission, is a risky game. The end result might
lead to organization change!
•Organization Chart, is a safe game. The end result is that
we adapt our strategy to the current capacities.
RISK: planning your strategy
based on the Organization
capacities might result in not
being compliant with the
market and business
requirements!
14. Bad planning, who we trust…
In who you trust, when you plan your strategy?
In these guys…
15. What we learn from bad planners?
Each field of business has it’s own cowboys.
Organization planners who plan as per their organization
structure, are called…
BOXOLOGISTS
16. What we learn from bad planners?
What Boxologists do:
-The plan per department, as per the department
needs and capacities.
-The department and its staff has limited
understanding of the strategy and no capability to set
objectives/goals for themselves
- The plans are not deviating from the expectations of
mid management, and therefore there is low
resistance and limited impact on the “way we do
things here”.
-The Planner ensures that the Organization Chart stays
intact and the processes do not need to be changed.
- The sum of all departmental plans will be the basis
for the strategy plan
17. What we learn from bad planners?
The problem with boxology is that, when we are
cascading up the department plans to the corporate
level, we find a strategy plan that is not aligned with the
Vision and Mission of the organization.
18. What we learn from bad planners?
What do we do when a Strategy is not aligned with our
Vision? In that case we have to 2 options again:
1. Change the Identity of the
organization, it’s Vision and
Mission, to match it with the
Strategy Plan. Not advised!
2. Change the Strategy Plan to
the Vision and Mission, and
cascade again down.
19. What we learn from bad planners?
Option 2, to adapt the Strategy Plan to
the Vision and Mission, and cascade this
down to the organization, is the best
option of course.
But boxologist do more harm than
we think…
20. What we learn from bad planners?
What Boxologist do wrong, and we should stop doing:
First of all, they cascade up the plans of the departments.
We notice a waste of time of our staff and management,
and therefore money from the company.
Additionally they manage the expectations wrongly from
the beginning. Once we cascaded up the plans, we will
have to cascade down again the changes. This leads to
resistance for change, loss of time and finally money.
21. What we learn from bad planners?
Our lessons learned:
• If we want a strategy plan, aligned with the Vision and Mission of our
organization, we need to adopt a top-down approach
• We need to develop the inhouse capacity of our mid and senior
management, to understand and help plan the strategy, and not use
boxologists.
•Our mid and senior management needs to coach it’s staff in
understanding, accepting and taking ownership. Each individual will
contribute by his objective settings to the planned strategy
Especially in bad times we have no time and sure no
money to waste our time with boxologists! We better
develop management capacity to plan and execute
ourselves.
22. Less spending, better plans
Sure, we all need methodologies, theory and processes.
And we sure can benefit from strategy consultants and
wise guys in the field of planning.
But how many times did we buy tools we don’t use?
23. Better plans, less time, less spending
PEOPLE - Better plans
In difficult times we need to ensure that our strategy
plan is aligned with our Vision and Mission.
A good strategy plan might lead us to define small
organization change requirement, to ensure a more
effective execution of the plan.
By cascading top-down the strategy planning process,
we will built a better understanding for the plan and it’s
eventual changes. Better understanding, leads to higher
acceptance!
25. Better plans, less time, less spending
LEAD - Less time means top-down
In difficult times we need to ensure that we do not
spend not more valuable time on strategy plan, than is
needed. A top-down approach is the best approach.
Additionally, we better invest time to develop
management capabilities in strategy planning, objective
setting and performance coaching, to safe time later.
A top-down approach will increase acceptance. We will
not loose time in mitigating change resistance.
27. Better plans, less time, less spending
LEARN - Less spending
Good Strategy planning and development of inhouse
capabilities will make us safe money.
Less spending in:
- Strategy Consultants or boxologists
- Overhead costs, due to a less lean
organization
- Non-productive staff, spending time in non-
effective plan review meetings.
29. Better plans, less time, less spending
And the most important… in difficult times!
Keep smiling
30. SteppingStone Recommendations
Steppingstone Global recommends to focus in developing
inhouse capabilities to:
-Plan strategy and objectives,
on senior and mid management
- Planning of Change and
mitigation of resistance by staff
- Coaching, evaluation and
reporting of performance
Lead – People - Learn
Editor's Notes
Gibran is the third best-selling poet of all time, behind Shakespeare and Lao-Tzu. Khalil Gibran (January 6, 1883 – April 10, 1931) was a Lebanese-American artist, poet, and writer. Born in the town of Bsharri in modern-day Lebanon. He is chiefly known in the English-speaking world for his 1923 book The Prophet.
There are many definitions and methods of strategy planning. We will not discuss them because they might be known to the audience and on top of that they are boring.
In good times we do not invest in understanding, acceptance and capabilities, because we do not see strategy planning as a critical business requirement. In good times we sell products and services, even without a plan.
In good times we do not invest in understanding, acceptance and capabilities, because we do not see strategy planning as a critical business requirement. In good times we sell products and services, even without a plan.
We can utilize consultants, we do not have to care much about the inhouse capacity to plan. We care about the execution of the business. We should even admit that we accept if we are not fully optimized and effective in the execution
We explain here the outline of our ppt. We explained that we will not focus on Strategy Planning methods and processes, so we will focus on capabilities to understand, accept the importance of and the capabilities required for Strategy Planning.
We lay here the basis for explaining Boxology
We lay here the basis for explaining Boxology
Create the effect of disbelief in others, than yourself. Later we will talk about other cowboys: the boxologists ;)
We try to explain that tools are important, but even more important are our staff.
KEY MESSAGE: INVEST IN YOUR PEOPLE. GOOD PLANS ARE PLANS THAT ARE SUPPORTED BY YOUR ORGANIZATION
KEY MESSAGE: Invest in developing your management capabilities, to make them better leaders.
KEY MESSAGE: Develop in continious learning, as people are your most important asset