The document outlines an agenda to determine service focus and assess organizational capability for a client base. In session one, products and services will be analyzed to select primary and secondary focuses. Session two will assess current and required capabilities, provide a gap analysis, and brainstorm actions to address clear weaknesses. Key aspects of the analysis include determining market share and growth of offerings, conducting a SWOT on products, and selecting services for focus. Assessing dimensions like strategy, talent, culture and future leaders will evaluate capability. Clear strengths, weaknesses, hidden strengths and non-issues will be identified from current and future analyses to focus next steps.

2. Objectives
• To determine which products and services are to
be the primary and secondary focus for selling to
client base
• To determine the organisational capability required
to focus on the identified products and services,
and provide a gap analysis

3. Agenda
Session 1: 9.00am – 12.30pm
Determine Service Focus
• Conduct an analysis of products and services
– Market Share vs. Potential Growth
– SWOT
– Product Life Cycle
• Select the services that will be primary and
secondary focus for division

4. Agenda
Session 2: 1.15pm – 4.30
Assess Organisational Capability to Deliver
• Assess the division’s current, and required capability to
focus on the selected services
• Provide Gap Analysis
• Draw focus on Clear Weaknesses as a basis for
brainstorming and action planning
Brainstorming/Action Planning
• Assign ownership for addressing each of the clear
weaknesses
• Develop tangible action plans

5. Determine Service Focus

6. Product Service Offerings
Question
Stars
Marks
Potential
Market
Growth
Cash
Dogs
Cows
Relative Market Share

7. More Question Marks
• What other services are natural extensions of our
current offerings?
• What are the emerging needs of our clients
• Do they fit in our service profile?

8. Putting the Dogs Out
• What % of our resources are servicing the dogs?
– Time
– Budget
– Planning Effort
• What is the impact of putting the dogs out?

9. Question Marks to Stars
• What Question Marks have the potential to
become Stars?
• Which Question Marks should we invest in? How?

10. Stars SWOT
Internal
Strengths Weaknesses
Help Objective Harm Objective
Opportunities Threats
External

11. Cash Cows
• Will our Cash Cows be with
us forever?
• Where are they now?
• Which Stars will take their
place?

12. Market Focus
• Primary
– Cash Cows yet to decline
– Stars that will become Cash Cows
– Question Marks to invest in becoming Stars
• Secondary
– Maintaining presence of Cash Cows
– Maintain and Build Stars
– New Question Marks

13. Tactical Planning
• Ownership
• Objective Setting
• Implementation
• Monitoring and Reporting

14. Organisational Capability Assessment

15. Dimensions of Organisational Capability
• Strategic Accuracy and Clarity
• Strategy Execution
• Managing Innovation and Change
• Attracting/Retaining/Motivating Talent
• Leveraging a Productive Culture
• Managing Profitability and Delivering Value
• Developing Future Leaders
• Governance

16. Organisational Skills
• Capability can be assessed through demonstration
of identifiable organisational skills
• Organisations may not be equal across all skills
• Even if they are skilled in all, they will be better in
some in relation to others

17. Activity – Current State of Business Advisory
• Review the items on each of the cards and consider what would best describe
the division today
– Leading Edge/Best
– Equal to Most
– Behind the Pack
• Place the card in the appropriate pile
• You need to finish with an even distribution of items

18. Tally Results
• Write the Cluster and Item number of each of the 32 cards
in their Leading Edge/Best pile on the green dots
• Write the Cluster and Item number of each of the 32 cards
in their Behind the Pack pile on the orange dots
• Place your green dots next to the relevant item on the
poster (aligned to the left)
• Place your orange dots next to the relevant item on the
poster (aligned to the right).

19. Who do we need to be?
• Consider the services that are going to be our
primary and secondary focus
– What the issues that we are likely to face?
– What is the most likely action by competitors?
– What opportunities exist?
– What possibilities are there?
– What are we known for?

20. Activity – Future State of Business Advisory
• Review the items on each of the cards and consider how important the item is
to Business Advisory for the future
– Mission Critical/Essential
– Useful/Nice to Have
– Not Important
• Place the card in the appropriate pile
• You need to finish with an even distribution of items

21. Tally Results
• Write the Cluster and Item number of each of the 32 cards
in their Mission Critical/Essential pile on the green dots
• Write the Cluster and Item number of each of the 32 cards
in their Not Important pile on the orange dots
• Place your green dots next to the relevant item on the
poster (aligned to the left)
• Place your orange dots next to the relevant item on the
poster (aligned to the right).

22. Gap Analysis
• Clear Strengths
– Strong at the things that are important in the future
• Clear Weaknesses
– Weak at the things that are important now and in the future
• Hidden Strengths
– Strong at the things that aren’t seen as being important in the future
• Non-Issues
– Weak at the things that aren’t seen as being important in the future

24. Next Steps
Focus on:
• Primary Services
• Organisational Capability Weaknesses
Determine for each:
• Ownership
• Objectives
• Brainstorming/Action Planning process
• Implementation plan
• Monitoring and Reporting process