Seven principles of good decision-making in complex and uncertain environmentsIan David Moss
A guide to making decisions in complex and uncertain environments. Adapted from "What We Should Talk About When We Talk About Risk," a white paper commissioned by Democracy Fund in 2019.
An Overview of Scenario Planning - Introduction, Overview and ExamplesAxiom EPM
An Overview of Scenario Planning. Topics include: Scenario Planning and Uncertainty, Scenario Planning Prerequisites, Key Benefits of Scenario Planning, Types of Scenario Planning, Overcoming Hurdles to Scenario Planning and Five Required Structural Elements
Using future scenarios is a valuable complement to the strategy and strategic thinking process....these two presentations aim to provide a high-level overview of the approach and potential value to be gained
Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...Traction Conf
There is a science behind creating key moments that matter in your pipeline to double your revenue. So many companies today focus on generating new customers and they miss the key to the exponential revenue potential that comes from your existing customer base. After this session you will walk away with the Customer Success playbook team to reduce churn, maximize upsell and cross-sells, and drive customer referrals.
Scenario-building enables managers to invent and then consider in depth several varied stories of equally plausible futures. They can then make strategic decisions that will be sound for all plausible futures. No matter what future takes place, one is more likely to be ready for and influential in it if one has thought seriously about scenarios. Scenario planning challenges mental models about the world and lifts the blinders that limit our creativity and resourcefulness.
Seven principles of good decision-making in complex and uncertain environmentsIan David Moss
A guide to making decisions in complex and uncertain environments. Adapted from "What We Should Talk About When We Talk About Risk," a white paper commissioned by Democracy Fund in 2019.
An Overview of Scenario Planning - Introduction, Overview and ExamplesAxiom EPM
An Overview of Scenario Planning. Topics include: Scenario Planning and Uncertainty, Scenario Planning Prerequisites, Key Benefits of Scenario Planning, Types of Scenario Planning, Overcoming Hurdles to Scenario Planning and Five Required Structural Elements
Using future scenarios is a valuable complement to the strategy and strategic thinking process....these two presentations aim to provide a high-level overview of the approach and potential value to be gained
Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...Traction Conf
There is a science behind creating key moments that matter in your pipeline to double your revenue. So many companies today focus on generating new customers and they miss the key to the exponential revenue potential that comes from your existing customer base. After this session you will walk away with the Customer Success playbook team to reduce churn, maximize upsell and cross-sells, and drive customer referrals.
Scenario-building enables managers to invent and then consider in depth several varied stories of equally plausible futures. They can then make strategic decisions that will be sound for all plausible futures. No matter what future takes place, one is more likely to be ready for and influential in it if one has thought seriously about scenarios. Scenario planning challenges mental models about the world and lifts the blinders that limit our creativity and resourcefulness.
This presentation explains what foresight consist of, how it contributes to face change, and the different steps to face changes from identifying the forces of change to defining real strategies.
Check out "Empowering local organisations through foresight" by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat at: http://bit.ly/17GoTt4
The Effective Executive by Peter F Drucker is one of the best book for management. The book states ways a person can enhance effectiveness and efficiency. the Presentation includes the summary and book Review for the book.
Midmarket companies grow to a point where governance becomes important in order to reach next levels of
growth and competitive advantage, as well as to drive
compliance initiatives.
Market conditions are changing fast, while the demand for profitable growth is higher than ever. As markets change by the day, the winners of tomorrow are companies who dare to focus on growth by making choices based on a number of possible and plausible scenarios.
In this webinar, we will share our perspectives on how to best respond to changing markets and identify relevant growth pockets. We will elaborate on how to identify, verify and select relevant scenarios, define growth options and start taking action.
This presentation explains what foresight consist of, how it contributes to face change, and the different steps to face changes from identifying the forces of change to defining real strategies.
Check out "Empowering local organisations through foresight" by Robin Bourgeois, Senior Foresight Advisor, GFAR Secretariat at: http://bit.ly/17GoTt4
The Effective Executive by Peter F Drucker is one of the best book for management. The book states ways a person can enhance effectiveness and efficiency. the Presentation includes the summary and book Review for the book.
Midmarket companies grow to a point where governance becomes important in order to reach next levels of
growth and competitive advantage, as well as to drive
compliance initiatives.
Market conditions are changing fast, while the demand for profitable growth is higher than ever. As markets change by the day, the winners of tomorrow are companies who dare to focus on growth by making choices based on a number of possible and plausible scenarios.
In this webinar, we will share our perspectives on how to best respond to changing markets and identify relevant growth pockets. We will elaborate on how to identify, verify and select relevant scenarios, define growth options and start taking action.
Fame, Fortune, and Exploitation: The Fascinating History of Patents and Paten...Tahoe Silicon Mountain
Tahoe Silicon Mountain, a network of technology professionals who live and work in the Tahoe-Truckee area, is pleased to welcome Dick Schulze to present: “Fame, Fortune, and Exploitation: The Fascinating History of Patents and Patent Trolls.”
For at least as long as there has been a Patent Office, there have been inventors who seek to exploit their patents to maximum advantage. This talk will examine the fascinating history of how patents have shaped modern technology (and brought fame and fortune to their owners) and how we can apply these lessons to new ventures in the future.
Dick Schulze, with Holland & Hart’s Intellectual Property Group, has wide experience in all aspects of high-tech patenting and was a supervising attorney for 20 years in the corporate legal departments of Hewlett-Packard and its successor Agilent Technologies.
You can learn more about Schulze here: https://www.hollandhart.com/hrschulze#overview
The meeting will be on Monday, March 13th, 6-8 pm at Pizza on the Hill, in Tahoe Donner at 11509 Northwoods Blvd., Truckee. A $5 fee includes pizza and salad. Before and after the presentation, there will be time for networking with other technology professionals who live and work in the Tahoe-Truckee region.
The event will also be livestreamed and available online as it happens on YouTube: bit.ly/YouTubeTSM
This month’s event is sponsored by New Leaders, Clear Capital and Holland & Hart LLP.
You can find us on LinkedIn and Facebook and at TahoeSiliconMountain.com or sign up for email meeting announcements here: http://bit.ly/TSMEmail
The Delaware Valley Industrial Resource Center ( DVIRC ) works with small to midsized manufactures in Philadelphia and across Southeastern Pennsylvania . The DVIRC Strategic Planning Process helps Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.
To Learn More Visit Us Online at:
www.dvirc.org
Strategic Planning & Business Growth OverviewChris Scafario
The Delaware Valley Industrial Resource Center ( DVIRC ) works with small to midsized manufactures in Philadelphia and across Southeastern Pennsylvania . The DVIRC Strategic Planning Process helps Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.
6 PART 1 • OVERVIEW OF STRATEGIC MANAGEMENT Strategic mana.docxevonnehoggarth79783
6 PART 1 • OVERVIEW OF STRATEGIC MANAGEMENT
Strategic management can be defined as the art and science o f formulating, implementing,
and evaluating cross-functional decisions that enable an organization to achieve its objec-
tives. As this definition implies, strategic management focuses on integrating management,
m a r k e t i n g , finance/accounting, production/operations, research and development, and
information systems to achieve organizational success. The term strategic management in
this text is used synonymously w i t h the term strategic plcmning. The latter term is more
often used i n the business w o r l d , whereas the former is often used in academia. Sometimes
the term strategic management is used to refer to strategy formulation, implementation, and
evaluation, w i t h strategic planning refemng only to strategy formulation. The purpose o f
strategic management is to exploit and create new and different opportunities for tomorrow;
long-range planning, in contrast, tries to optimize for tomoiTOW the trends o f today.
The term strategic planning originated in the 1950s and was very popular between the
mid-1960s and the mid-1970s. D u r i n g these years, strategic planning was w i d e l y believed
to be the answer for all problems. A t the time, much o f coiporate A m e r i c a was "obsessed"
w i t h strategic planning. F o l l o w i n g that "boom," however, strategic planning was cast aside
d u r i n g the 1980s as various p l a n n i n g models d i d not y i e l d higher returns. The 1990s,
however, brought the revival o f strategic pl a nni ng, and the process is w i d e l y practiced
today in the business w o r l d .
A strategic plan is, in essence, a company's game plan. Just as a football team needs a
good game plan to have a chance for success, a company must have a good strategic plan
to compete successfully. Profit margins a m o n g firms in most industries have been so
reduced by the global economic recession that there is httle room for eiTor in the overall
strategic plan. A strategic plan results f r o m tough managerial choices among numerous
good alternatives, and i t signals c o m m i t m e n t to specific markets, policies, procedures, and
operations i n l i e u o f other, "less desirable" courses o f action.
The term strategic management is used at many colleges and universities as the subti-
tle for the capstone course i n business administration. This course integrates material f r o m
all business courses. The Strategic Management C l u b O nl i ne at wwvv.strategyclub.com
offers many benefits for business p o l i c y and strategic management students. Professor
Hansen at Stetson University provides a strategic management slide show for this entire
text (www.stetson.edu/~rhansen/strategy).
Stages of Strategic Management
The strategic-management process consists o f three stages: strategy formulation, strategy
implementation, and strategy evaluation. Strategy formulation.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
Strategic talent planning guidelines.
How to align your talent strategies and talent timeline towards AIESEC organization operation.
Models adapted from Strategic planning for Dummies
2. Use of unusual quintuple 4/5 time
Blending different rhythms in to a beautiful whole
3. The art of converting
Power Point Strategy to
Power Plans
4. S T R A T E G Y
“Strategy is about shaping the future"
and is the human attempt to get to
"desirable ends with available means".
Max McKeown (2011)
5. A Good Strategy has an underlying structure
A diagnosis that defines
or explains the nature
of the challenge
Rumelt, Richard P. (2011). Good Strategy/Bad Strategy. Crown Business. ISBN 978-0-307-88623-1
A guiding policy for
dealing with the
challenge
Coherent actions
designed to carry out
the guiding policy
1 2 3
7. “The fault dear Brutus, is not in our stars
but in ourselves”
8. B U S I N E S S E S F A I L O R S U C C E E D , B U T …
Leadership stands head and shoulders above any other skill , and is the single
undisputed, universally accepted attribute, which will determine the likelihood
of achieving business success
To “know “where you are going, means absolutely naught unless the roadmap is
Clear | Concise | Implementable | Realistic |
LOGICAL
Arriving at the place that you have road mapped will signify
ACHIEVEMENT and SUCCESS
12. E X T E R N A L I N F L U E N C E S O N B U S I N E S S P E R F O R M A N C E
Business
performance
Materialistic
vs quality
of life
Resources vs
environment
Markets vs
government
Economic
momentum
vs volatility
More vs less
immigration
Technology
shifts vs game
changers
To what extent will government regulation
impact corporate activity?
Will stable growth return or are
difficult days ahead?
What will my customers value in the future?
How will the world balance the need for resources with sustainability?
How would a population shift
impact sales?
How and when will new technologies affect
markets and production processes?
13. A C H I E V E M E N T A N D S U C C E S S
The 5 Questions
Where are you or more specifically: “Where is your
business TODAY and where will it be in 20…”
How did it evolve: “The history”
Where are you going:
“What does SUCCESS look like”
Why are you going there: “Motivation for the journey”
How will I get there: “The PLAN”
1
2
3
4
5
14. A C H I E V E M E N T A N D S U C C E S S
Quantify and
commit to your
Financial and
Strategic Goals
1 2 3
The Four Outputs
Elaborate
actions and
Design the
organisation
Determine
support needs
4
Establish control
mechanisms and
processes
15. Scenario Planning is a tried
and tested methodology
in determining and planning the
future of your enterprise
T H E P R O C E S S
Scenario planning, also called scenario thinking or scenario analysis, is a strategic planning
method that some organizations use to make flexible long-term plans. It is in large part an
adaptation and generalization of classic methods used by military intelligence.
16. T H E P L A N
Preparatory in house
situational analysis by
leaders in the business
A dedicated off site,
2 day session
Pragmatic development of
a short, a medium and a
long term plan
The Plan will be documented
Timelines will be agreed
Responsibilities will
be assigned
The Plan will become an
integral part of your business
reviews
The Plan will be reviewed and
adjusted for environmental
changes
17.
18. A brief overview of Deon Vos
• 43 Years experience in the Healthcare and Chemical industries
• 37 years in global pharma of which 25 with Merck KGaA in many
varied roles, most significantly as:
• Pharma Director and Chemicals Director in South Africa
• Pharma GM in Asia
• CEO in South Africa
• President of EMD in the USA, followed by:
• 6 Years with Imperial Logistics Healthcare, responsible for Client
Management and Business Development in South Africa and Rest of
Africa markets