The Agile Strategy Planner is a brand new tool that enables you to create a dynamic strategy.
It acts as a bridge between strategic intent—that is, your vision, strategic priorities and core objectives—and detailed implementation. It allows you to take your intentions and to rapidly prototype what these might look like in reality. As you visualise how one objective impacts another, you'll quickly be able to see whether your strategy is realistic and if you need to scale back your plans or can in fact afford to be even more ambitious.
The Agile Strategy Planner works for all kinds of organisations—from software to services, corporates to charities, and everything in-between.
As a tool, it is agile, flexible, collaborative, transparent, easy to use and visual. Using it creates focus, clarifies direction, aids leadership, improves communication, increases engagement and ensures action.
Free downloads for both the 3-year and 5-year planner are included in the presentation, so why not get started today?
A white paper describing Agile IT Strategy. Digitalization is increasing in size and speed changing business in a fundamental way - and especially business predictability. Here is a proven method to optimize value creation of IT in an unpredictable business environment. Please contact The Goodwind Company for more information and demo. Email: hans@thegoodwindcompany.se
Agile2015 Strategy Mapping: Clear path to a successful Agile strategyDave Neuman
Strategy mapping is a simple framework for visualizing a strategy and it works for Agile adoption as well. My session showed participants how to map cause-and-effect relationships between process, practices, and skills to customer and financial objectives using a strategy map.
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
A white paper describing Agile IT Strategy. Digitalization is increasing in size and speed changing business in a fundamental way - and especially business predictability. Here is a proven method to optimize value creation of IT in an unpredictable business environment. Please contact The Goodwind Company for more information and demo. Email: hans@thegoodwindcompany.se
Agile2015 Strategy Mapping: Clear path to a successful Agile strategyDave Neuman
Strategy mapping is a simple framework for visualizing a strategy and it works for Agile adoption as well. My session showed participants how to map cause-and-effect relationships between process, practices, and skills to customer and financial objectives using a strategy map.
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Strategic Plan > Quarterly Priorities workshopRESULTS.com
In this workshop Stephen Lynch guides you through a curated selection of some of the key elements of the RESULTS.com strategic planning process to help you identify the current issues facing your business, and then align and focus your team on the key strategic moves you need to make to set your company up for success.
Plus you’ll see examples of how you can use the RESULTS.com management software platform to fully engage your people in the execution of your chosen Strategic Projects & Tasks, and how to drive increased accountability for performance.
This is a presentation Joe Hines created for his meet-up group, Orange County Small Business Marketing Connection. The topic is how to develop a strategic plan for your small business. Learn more about Joe Hines at thrivebusinessdirectory.com
Many organisations struggle to react fast when the world changes, as they often rely on top-down processes and long term strategy plans. Organisations need to reimagine how they do strategy if they want to keep up in times of uncertainty and be fit for the future.
Building an agile strategy calls for more than organisational refinements, procedural adjustments and new tools. Challenging the status quo and igniting a discussion about new ways of strategising is the way forward.
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
Strategic Planning And Organization ClarityKenny Ong
ABF Strategic Corporate Planning Conference
March 2009, KL
*What are the key pitfalls that can derail strategy planning and implementation efforts?
*What are the critical activities that are anecdotes for driving the development of organisational clarity?
*Examples and case studies
This is a vocational, hands-on training that is rarely seen in the Middle East. Participants spend 2 days full of role playing and hands on practice. They get exposed to sales situations, call on customers, do needs analysis, present their solutions and finally get their customer commitment to close the sale.
Transforming Vision to Value - Managing the Strategy to Execution Process Accelare
An essential element of leadership is growing the organization’s capability to deliver more value. While most leaders have a good idea of what they want the organization to do, they struggle to translate their vision into focused and effective action.
Executives need a well-defined process to manage the translation of their vision and strategy into targeted, synchronized execution – a strategy-to-execution process. When business architects design, implement, and optimize this process, organizational performance increases exponentially.
This presentation reviews:
• A process framework to clarify vision and translate it into crisp strategies;
• Capability based operating models;
• Identify the capability enhancements required for strategy realization, and
• Identify the investment roadmap that creates the most value for the organization
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Your Brain And Learning Needs Assessment WebinarAli Zeeshan
To view recording visit https://youtu.be/1WigWps5Nc0 or watch the video at end of the slide
Are you using brain science to leverage corporate learning practices and facilitate an effective learning transfer?
Does a Learning Needs Assessment have any connection to Neuroscience?
Attend this webinar to find out the connect between Cognitive Neuroscience and Learning Needs Assessment to enable effective learning transfer in your organisation.
From The Guardian to Cisco, big business to small, it seems that everybody is talking about the Internet of Things — but what exactly is IoT and why does it matter?
Taking a deep dive, we explore the many faces of IoT in Healthcare. Technology research and advisory company, Gartner, currently place the Internet of Things at the peak of inflated expectations and there are certainly challenges. But IoT also holds real promise for healthcare and it is already making an impact today.
We demonstrate why the Internet of Things has a far reaching impact across all determinants of health and how it could lead to a broader model of healthcare. We look at some of the technologies that are available to buy or that are already in development today, whilst also exploring some of the very real challenges that integrating such technologies into healthcare presents. Finally, we offer some ideas about how you can get involved, whether you are a healthcare professional or not.
Businesses of all sizes struggle to balance innovation with business as usual. Although both activities are vitally important, it can sometimes feel as though the two are at odds with one another as they compete for attention, resource and time.
We ran an interactive event for CIPD Coventry & Warwickshire Branch that highlighted the tools you need to create a culture that embraces innovation. We also explained how to harness high performance leadership techniques that use different management approaches for innovation and the day-to-day.
Together we explored:
- The key differences between innovation and business as usual.
- Organisational Ambidexterity — what is it, why does it matter, and how does your firm stack up?
- The different types of innovation (from incremental, ‘small i’ innovation to radical, ‘Big I’ innovation) and the different management approaches that are needed even for these.
- The role of leadership, management and strategy in creating ambidexterity.
- Insights from other organisations that have got the balancing act right.
Understanding why market research is changing
Understanding customer discovery
The 5 big Q‘s of market research:
-What do you want to learn?
- Who d o you want to learn from?
- How will you get to them?
- How can you ensure to be effective?
- How do you make sense of what you learn?
Strategic Plan > Quarterly Priorities workshopRESULTS.com
In this workshop Stephen Lynch guides you through a curated selection of some of the key elements of the RESULTS.com strategic planning process to help you identify the current issues facing your business, and then align and focus your team on the key strategic moves you need to make to set your company up for success.
Plus you’ll see examples of how you can use the RESULTS.com management software platform to fully engage your people in the execution of your chosen Strategic Projects & Tasks, and how to drive increased accountability for performance.
This is a presentation Joe Hines created for his meet-up group, Orange County Small Business Marketing Connection. The topic is how to develop a strategic plan for your small business. Learn more about Joe Hines at thrivebusinessdirectory.com
Many organisations struggle to react fast when the world changes, as they often rely on top-down processes and long term strategy plans. Organisations need to reimagine how they do strategy if they want to keep up in times of uncertainty and be fit for the future.
Building an agile strategy calls for more than organisational refinements, procedural adjustments and new tools. Challenging the status quo and igniting a discussion about new ways of strategising is the way forward.
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
Strategic Planning And Organization ClarityKenny Ong
ABF Strategic Corporate Planning Conference
March 2009, KL
*What are the key pitfalls that can derail strategy planning and implementation efforts?
*What are the critical activities that are anecdotes for driving the development of organisational clarity?
*Examples and case studies
This is a vocational, hands-on training that is rarely seen in the Middle East. Participants spend 2 days full of role playing and hands on practice. They get exposed to sales situations, call on customers, do needs analysis, present their solutions and finally get their customer commitment to close the sale.
Transforming Vision to Value - Managing the Strategy to Execution Process Accelare
An essential element of leadership is growing the organization’s capability to deliver more value. While most leaders have a good idea of what they want the organization to do, they struggle to translate their vision into focused and effective action.
Executives need a well-defined process to manage the translation of their vision and strategy into targeted, synchronized execution – a strategy-to-execution process. When business architects design, implement, and optimize this process, organizational performance increases exponentially.
This presentation reviews:
• A process framework to clarify vision and translate it into crisp strategies;
• Capability based operating models;
• Identify the capability enhancements required for strategy realization, and
• Identify the investment roadmap that creates the most value for the organization
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Your Brain And Learning Needs Assessment WebinarAli Zeeshan
To view recording visit https://youtu.be/1WigWps5Nc0 or watch the video at end of the slide
Are you using brain science to leverage corporate learning practices and facilitate an effective learning transfer?
Does a Learning Needs Assessment have any connection to Neuroscience?
Attend this webinar to find out the connect between Cognitive Neuroscience and Learning Needs Assessment to enable effective learning transfer in your organisation.
From The Guardian to Cisco, big business to small, it seems that everybody is talking about the Internet of Things — but what exactly is IoT and why does it matter?
Taking a deep dive, we explore the many faces of IoT in Healthcare. Technology research and advisory company, Gartner, currently place the Internet of Things at the peak of inflated expectations and there are certainly challenges. But IoT also holds real promise for healthcare and it is already making an impact today.
We demonstrate why the Internet of Things has a far reaching impact across all determinants of health and how it could lead to a broader model of healthcare. We look at some of the technologies that are available to buy or that are already in development today, whilst also exploring some of the very real challenges that integrating such technologies into healthcare presents. Finally, we offer some ideas about how you can get involved, whether you are a healthcare professional or not.
Businesses of all sizes struggle to balance innovation with business as usual. Although both activities are vitally important, it can sometimes feel as though the two are at odds with one another as they compete for attention, resource and time.
We ran an interactive event for CIPD Coventry & Warwickshire Branch that highlighted the tools you need to create a culture that embraces innovation. We also explained how to harness high performance leadership techniques that use different management approaches for innovation and the day-to-day.
Together we explored:
- The key differences between innovation and business as usual.
- Organisational Ambidexterity — what is it, why does it matter, and how does your firm stack up?
- The different types of innovation (from incremental, ‘small i’ innovation to radical, ‘Big I’ innovation) and the different management approaches that are needed even for these.
- The role of leadership, management and strategy in creating ambidexterity.
- Insights from other organisations that have got the balancing act right.
Understanding why market research is changing
Understanding customer discovery
The 5 big Q‘s of market research:
-What do you want to learn?
- Who d o you want to learn from?
- How will you get to them?
- How can you ensure to be effective?
- How do you make sense of what you learn?
IoT is a combination of hardware and software technology that produces trillions of data through connecting multiple devices and sensors with the cloud and making sense of data with intelligent tools
IoT in Healthcare is a heterogeneous computing, wirelessly communicating system of apps and devices that connects patients and health providers to diagnose, monitor, track and store vital statistics and medical information.
A qualitative research method, photo diaries are a fantastic way to gain rich insights into people’s environment, behaviour, opinions, routines, likes and dislikes. The tool is not bound by language—instructions can be translated or even given in symbols—meaning that this form of research is accessible to almost everyone, whether they are old, young or speak the same language, and no matter what level of reading ability. Similarly, the method can either be low tech (cheap disposable cameras) or high tech (with loaned digital technology or via digital platforms). An easy, fun, engaging activity for participants that can be used over hours, weeks or months, photo diaries drive innovation by giving you direct access to someone else’s world.
Have you ever wondered exactly what corporate values and purpose are or how to go about defining them for your organisation? Based on our own experience and drawing on research from Jim Collins, Jerry Porras and Nikos Mourkogiannis, amongst others, our short guide gives you the low down on exactly what values and purpose are, why they matter to an organisation, and how to work with your people to create them. Real world examples from a wide range of organisations, businesses and charities (such as Google, Help for Heroes, Volvo, P&G, the RNLI, and more) are included, along with practical exercises for you to work through.
If you need help understanding and communicating your own corporate values and purpose, just get in touch at www.stockerpartnership.com/contact.
Whether you are a professional trainer or trying to bring agility to your organization or team, you no doubt have encountered the difficulty in conveying agile values and principles. Learning practices and techniques is easy in comparison; You learn by doing. But how do you teach a philosophy or mindset? How do you 'do' a value?
Through trial and error, through hundreds of classes, through training thousands of agile practitioners, we have put together a set of best practices (and not-so-best practices) for delivering powerful agile learning experiences. Participants in this session will walk away with a toolkit they can put to use the next day. The toolkit will include scenario simulations, learning games, discussion generators, reenforcement exercises, student patterns, common pitfalls, and other activities to help you get out of the way and let the learning happen.
Links to the activities we did during the presentation:
'What Were They Thinking?' game: http://tastycupcakes.org/2009/06/what-were-they-thinking/
'Pocket-Sized Principles' activity: http://tastycupcakes.org/2010/01/pocket-sized-principles/
'Presto Manifesto' activity: http://tastycupcakes.org/2009/06/presto-manifesto/
Device Remote Monitoring & Management
Predictive Maintenance using Eurotech's Technical Building Blocks for the Internet of Things
M2M /IoT Solutions for Hospitals and Clinics
The healthcare ecosystem is witnessing a huge transformation lately; propelled by improved care and patient outcomes as the critical drivers. Briefly put, organizations (providers, hospitals and all) are leveraging the potential of Internet of Things, to empower their people, patients to take control of their own health. In a subtle way, redefining the way people, sensors, apps, devices and wearables can interact with each other in a secure environment, and take the healthcare experience to the next level.
A recent survey by Forrester Consulting suggests 90% of the Healthcare IT departments are ready to adapt IoT based solutions. And, 52% of the surveyed respondents are already incorporating IoT technology.
With IoT as a powerful enabler, innovative apps and wearables are taking strong roots in the healthcare ecosystem; health bands, fitness devices, calorie meters, heart rate monitors, to name a few. Such healthcare devices are used by physicians to record patient’s biometric information as they deliver exceptional patient monitoring and management results on-the-go.
"La lectura en la época del texto digital". Encuentro con Javier Maseda, Digital Design Lab IED Madrid, y Pedro Medina, Director de la Editorial IED Madrid, dentro de "D1G1READ. Incursiones editoriales en el mundo digital", celebrado en el IED Madrid dentro de La Noche de los Libros, 22/04/2016
Deine Website. Deine Social Media Profil. Wer ist Dein Besucher? Beschreibe Deine "Zielperson" so genau, so persönlich wie möglich. Gib ihr ein Gesicht. Einen Namen. Spür Dich rein in die Welt Deiner Besucher. Deiner User. Deiner Zielperson. Personas Modell: Erst Personas festlegen. Dann Dein virtuelles Angebot danach gestalten. Diese Vorlage hilft Dir dabei. Viel Spaß. Viel Erfolg beim machen.
Webinar 06/11: Mobile Web- Nur wer den Trend versteht, kann zielgerichtet han...kuehlhaus AG
Jetzt anmelden zu dem kostenlosem und spannendem Webinar am 06/11: http://www.kuehlhaus.com/event-Mobile-7.html
Spätestens seit der Einführung des iPhone wird das Mobile Web in Führungsebenen sowie Marketingeinheiten heftig diskutiert. In Zeiten von Smartphones und Apps ergeben sich viele neue Handlungsfelder und kreative Möglichkeiten.
Board role in agile / Southbank Centre 150122Karoliina Luoto
Southbank Centre 22 January 2015: What is the oral of a project board in agile? How is risk management handled? How to combine long-term planning and predictability with Scrum?
Ditch the Persona. User Roles are better for design.John McRee
Now that Personas have been co-opted and diluted by nearly everyone that has sat in a 45-minute talk about Design Thinking, we as designers and information architects must ask ourselves, "Do we really NEED Personas anymore?" I say no. Let's either get back to basics or take personas to the next level. Let's make them useful again by applying the fundamental principles of User Roles in order to answer the most important design questions.
This session will cover the fundamental questions that must be answered to create efficient and powerful User Roles. We will also discuss how these might be combined with Personas to create a truly comprehensive understanding of customer goals and needs.
Agile Learning in a 2.0 World: How to Enable Informal Learning at ScaleHuman Capital Media
Digital information is being created at a mind-boggling rate. According to IDC, the amount of information created in 2010 alone will equal 100 years of tweets and 75 billion iPads. As the speed at which computers process this information exponentially increases, so do people’s expectations for how easily they should be able to access and share it.
Is your learning organization agile enough to meet those expectations? If not, you could lose employees, partners and customers to companies that are.
Join us to learn how you can use technology to support informal learning at scale — and at the speed of progress. Transform your approach to learning from push to pull. Enable users to access short and timely content relevant to their roles. Empower them to connect with peers and experts, share their knowledge and strengthen the entire learning community.
During this webinar, you will learn:
• Why agile learning is an imperative.
• How organizations are using technology to enable informal learning.
• How to use agile learning to solve specific business challenges.
• A five-step approach to designing and delivering an agile learning solution.
Web, cloud, and other software companies are in the enviable position of having low marginal cost of goods. Despite this highly leveraged model, most software companies think fairly narrowly about their partner strategy, focusing on resellers and strategic alliances. Progressive software companies take a platform approach including a broader view of the partner ecosystem.
The Partner Strategy Framework E-Book walks through a detailed framework for software companies to maximize the value of upstream partners (platform vendors), managed partner alliances, breadth (program-managed) partners, and the developer ecosystem. The purpose is to grow 1) partner loyalty, 2) revenue, and 3) brand goodwill.
http://www.competegy.com
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Unit 10 Assignment Management policy and StrategyPretend you a.docxmarilucorr
Unit 10 Assignment: Management policy and Strategy
Pretend you are a business strategy consultant hired by this company executive team. Your goalis to present this new strategic plan to the board of directors
3-4 short bullets per slide one to ten word bullets
12 or more slides
Use notes section of each slide to further describe each bullet presented using, APA citations, format & style
Modify a fortune 1000 company’s strategic planning mode to include an entrepreneurial mode. Creat a new grand strategy for long term growth.
Final Assignment: The Strategic Plan Presentation
The Final Assignment is your opportunity to bring all your learning together. This Strategic Management Plan presentation is an in-depth case study analysis of the company of your choice. Click here for Final Project Guidelines which are also available in Doc Sharing.
You may choose either a large, well-known Fortune 1,000 company that has information readily available, or a smaller company in your city or town which has information in the local press (the larger company may be easier). Pretend that you are a business and strategy consultant hired by one of your chosen company’s executives to present the new strategic plan to the Board of Directors (BoD).
You will create this Assignment in a PowerPoint presentation format. Use a bulleted list for each slide (page) and support the bulleted ideas in the Notes section of the slide. Use APA format and citation style in the notes description section. Do include a references page at the end of the presentation for the outside sources you used and integrated in the presentation itself. In addition, follow the Final Project Guidelines.
Final Project Guidelines
· Introduction
· Company Background
· Company Vision and Mission Statements
· Leadership and Organizational Culture
· Corporate Social Responsibility, Business Ethics, and Policies Empowering Action
· External Analysis (Opportunities and Threats) and Global Environment
· Internal Analysis (Strengths and Weaknesses), Strategic Control and Continuous Improvement
· Innovation and Entrepreneurship
· Strategic Analysis and Choice
· Generic and Grand Strategies
· Long-Term Objectives and Strategies
· Short-Term Objectives, Functional Tactics, and Implementation
· Restructuring, Reengineering and Refocusing
· Conclusion
Assignment Checklist:
· Develop a strategic plan.
· Modify a Fortune 1000 company's strategic planning mode to include an entrepreneurial mode.
· Create a new grand strategy for long term growth.
· Create presentation in PowerPoint format.
· Submit to the Unit 10: Final Assignment Dropbox.
For additional Assignment details see Rubric below.
Unit Ten: The Strategic Plan
MT460 Management Policy and Strategy
Final Assignment: Fortune 1000 Company
Learner: <enter your name>
Notes:
1
Introduction
Company Background
Company Vision & Mission Statements
Leadership and Organizational Culture
Corporate Social Responsibility, Business Ethics, and Policies Empo ...
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
Your organization deals with many challenges presented by internal and external accountability demands. You are always looking for ways to improve operations, to anticipate and be more responsive to competitive pressures, and to define meaningful performance goals that render your work concrete in stakeholders’ eyes. Creating a dashboard or scorecard can help. A dashboard can be an excellent tool for focusing board and CEO attention on what matters most. It can help overcome asymmetry between the precision of financial and mission measures. This lesson, developed by National Arts Strategies in partnership with Peter Frumkin, Ph.D., can be used to help you build a scorecard or dashboard for your organization.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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The Agile Stategy Planner by Stocker Partnership
1. #AgileStrategyPlan
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
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Template version: 09/14
THE AGILE
STRATEGY
PLANNER
This year Year 1 Year 2 Year 3
Agile Collaborative Simple
3. Often, strategic plans are not!
{ “Where does strategy live in your organization? If the
answer is on a shelf, you have a problem. Strategies don’t
}
live in thick binders—that’s where they go to die.” Donald Sull & Kathleen Eisenhardt, Harvard Business Review
hbr.org/2012/09/simple-rules-for-a-complex-world/ar/1
5. The Agile Strategy Planner
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
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Template version: 09/14
This year Year 1 Year 2 Year 3
#AgileStrategyPlan
6. Template version: 09/14 A bridge between...
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
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Strategic
intent
Detailed
implementation
7. The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
To view a copy of this license, visit:
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Template version: 09/14
This year Year 1 Year 2 Year 3
All you need is...
An Agile Strategy
Planner printed at A0 size
A wall
Small sticky notes
Either 51mm x 38mm or 38mm
x 25mm to fit even more on
1
2
3
4 Your strategic planning team
8. The tool is... Using it...
Agile
Flexible
Collaborative
Transparent
Easy to use
Visual
Creates focus
Clarifies direction
Aids leadership
Improves communication
Increases engagement
Ensures action
9. The Agile Strategy Planner allows
for complex dynamic situations
All organisations have multiple strategic
dimensions
Strategies are formed by many
interdependent—sometimes
competing—elements
Some of these elements are within
a company’s control; others are not Not everything
The direction of all businesses
shifts and changes over time
Individuals, teams and departments all need
to work together to execute
goes to plan
10. How to use the Agile Strategy Planner:
a short guide
(It really is very simple)
11. The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
This year Year 1 Year 2 Year 3
3
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
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Template version: 09/14
The planner has 4 key elements
1
4
Time 2
Strategic dimensions
This
year’s
activity
Future
strategic
activity
12. The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
Year 1 Year 3
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
To view a copy of this license, visit:
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Template version: 09/14
And requires 4 basic steps
Using individual sticky notes, add in your key milestones, projects
and activities for each strategic dimension and each year.
Ensure that your resulting plan is cohesive, realistic and
integrated to give your organisation the best chance of
achieving your goals.
Communicate the strategy to the rest of your organisation.
Delegate projects. Manage performance. Review regularly.
* This can be your senior leadership team or a cross-functional strategic planning team
1
2
3
4
With your team*, fill in your strategic
dimensions down the left hand side of the
planner and add the years along the top.
This year Year 2
13. Visualising our past, present and future activities helped us recognise our
company successes, tighten our future development strategies and
cross-reference all departments within the company to ensure a strong and
coherent company plan.
The Agile Strategy Planner has also allowed us to demonstrate to the
whole company that our development plan is a working document. Working
with Matt and Debbie, our Planning Group first outlined intentions and
proposed activities for coming years. The planner was then introduced to all
staff and is now permanently displayed in a communal area of the building. All
staff have the opportunity to contribute to the company plan, highlight new
ideas and input into any planned changes.
Cate Rae
Director & Chief Operating Officer
“
“
“
“
used the Agile Strategy Planner
to create a company development plan
14. Download your blank
Agile Strategy Planners (pdf)
This year Year 1 Year 2 Year 3 This year Year 1 Year 2 Year 3 Year 4 Year 5
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
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The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
Template version: 09/14
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
To view a copy of this license, visit:
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Template version: 09/14
3-year plan 5-year plan
Free downloads
15. A more detailed how-to...
(For those of you who actually read instructions!)
16. The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
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Template version: 09/14
1. Strategic dimensions
This year Year 1 Year 2 Year 3
1
Strategic dimensions
17. Strategic dimensions: what are they?
‣ Strategic dimensions are the levers that are pulled within
your company to achieve your vision, strategic priorities
and core objectives.
‣ These dimensions might be based on targets, key
performance indicators, areas of work, functions, business
units, departments, teams, strategic priorities or other
activities.
‣ All dimensions need to be within your company’s control. If
you cannot control the outcome through your own
actions, you are setting yourself up to fail.
‣ Every organisation has a different set of strategic
dimensions and you’ll need to carefully decide your own.
18. Strategic dimensions: examples
You might find some of the following strategic dimensions are
relevant for you or there may be others uniquely your own...
‣ Financial targets
Such as turnover, sales, profit margin, etc.
‣ Sales
‣ Marketing
‣ Operations
‣ Logistics
‣ R & D
‣ Human resources
‣ Finance
‣ Product development
‣ International markets
New or existing
‣ Domestic markets
New or existing
‣ Acquisitions
‣ Partner relationships
‣ IT infrastructure
‣ Raising finance
‣ Admin
19. Strategic dimensions: how to define them
1
2
3
To define your strategic dimensions, first
gather thoughts and ideas about the
most important levers/areas of activity
within your organisation. A whiteboard is
a great place to do this.
As you gather these ideas, you should
begin to see groupings and themes
emerge. These are your dimensions.
For example, a grouping that included training, recruitment, leadership,
succession planning and appraisals might be the dimension, ‘People
Development’ or ‘HR’, while another grouping that included campaigns,
catalogue, events, and offers might be the dimension ‘Marketing’.
Finally, determine which dimensions are
critical and within your control. Prioritise
these as the focus for your planner.
20. Strategic dimensions: most important first
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
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Put the most important strategic
dimensions at the top. These anchor the
remaining dimensions.
Activities in other dimensions should
cascade from your critical dimensions.
For example, sales and marketing might be anchored around your
product roadmap or financial targets. Alternatively, activity within your
organisation might be primarily driven by sales.
Use different colour sticky notes to
visualise these different groupings.
21. The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
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Time 2
This year Year 1 Year 2 Year 3
2. Time
22. First, decide whether to use the 3-year or 5-year planner
based on how far you would like to look ahead.
Note: with more columns, you do end up with less room for content.
Next, decide whether This year should be the current
calendar year or your financial year.
Finally, fill in the appropriate dates for subsequent years.
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
1
Time: explained
2
3
This year Year 1 Year 2 Year 3 Year 4 Year 5
23. If you run out of room (either for strategic dimensions or
subsequent years), simply add additional posters to the
bottom and/or left of your main planner.
4
Time: expanding the planner
The Agile Strategy Planner The Agile Strategy Planner
This year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
The Agile Strategy Planner The Agile Strategy Planner
24. The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
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3. This year’s activity
This year Year 1 Year 2 Year 3 3
This
year’s
activity
25. Now it’s time to add in what you’ve achieved so far this year.
Using sticky notes, add key milestones, projects and other
relevant activities across each of your strategic dimensions.
The Agile Strategy Planner Date: Version:
Year
Strategic
dimensions
1
This year’s activity: explained
This year Year 1 Year 2
26. Once you’ve finished, take a moment to stand back and
celebrate what you’ve achieved!
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
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2
This year’s activity: explained
This year Year 1 Year 2 Year 3
Wow, we’ve
achieved more than
I thought this year! Boom!
There it is...
27. The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
STOCKER
PARTNERSHIP www.stockerpartnership.com
This work is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.
To view a copy of this license, visit:
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Template version: 09/14
4. Future strategic activity
This year Year 1 Year 2 Year 3
4
Future
strategic
activity
28. Based upon your vision, strategic priorities and core
objectives,* it’s now time to fill in your ideas for the
future. In the same way as you did for This year, discuss
and agree as a team which key milestones, projects and
other relevant activities should go where.
* If you don’t already have these in place, take some time to work these out first.
You can start from either end of the strategy planner.
Either begin with today and work forward, or start with
where you would like to be in 3-5 years’ time and work
back. Or a bit of both and meet in the middle!
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions
1
Future strategic activity: explained
2
This year Year 1 Year 2 Year 3
29. Whatever you do, keep it realistic! Don’t try to do too
much or you’ll set yourself up to fail before you’ve even
started. By all means be ambitious, but don’t over do it—
your strategy needs to focus on the things you can
control.
The Agile Strategy Planner Date: Version:
Year
Strategic
dimensions
3
Future strategic activity: explained
This year Year 1 Year 2 Set up
Take over
Retire to
business new
world!
the
private
island
30. Whatever you do, keep it realistic! Don’t try to do too
much or you’ll set yourself up to fail before you’ve even
started. By all means be ambitious, but don’t over do it—
your strategy needs to focus on the things you can
control.
The Agile Strategy Planner Date: Version:
Year
Strategic
dimensions
3
Future strategic activity: explained
This year Year 1 Year 2 Set up
new
break-Reach
business even
Launch
Version
2.0
31. Make sure that each sticky note only has ‘one thing’
written on it as you might want to move it around later.
Remember, the very nature of the Agile Strategy Planner is that nothing is set in stone—you can
always bring milestones forward or increase your targets following success. You can also delay
milestones if things don’t quite go to plan.
The Agile Strategy Planner Date: Version:
Year
Strategic
dimensions
4
Future strategic activity: explained
This year Year 1 Year 2
HR Hired
marketing
manager Hire new
developer
32. Make sure that each sticky note only has ‘one thing’
written on it as you might want to move it around later.
Remember, the very nature of the Agile Strategy Planner is that nothing is set in stone—you can
always bring milestones forward or increase your targets following success. You can also delay
milestones if things don’t quite go to plan.
The Agile Strategy Planner Date: Version:
Year
Strategic
dimensions
4
Future strategic activity: explained
This year Year 1 Year 2
HR Hired
marketing
manager Hire new
developer
33. Use the space within each column to show
approximately when in the year you expect each activity
to occur—by quarter or roughly beginning, middle, end.
5
Future strategic activity: explained
The Agile Strategy Planner Date: Version: Company:
Year
Strategic
dimensions This year Year 1 Year 2 Q1 Q2 Q3 Q4 Beg Mid End
34. Make sure all dimensions are balanced: if you have an
ambitious roadmap that will require more resource, you
need to schedule additional supporting activities (such as
recruitment, finance, marketing, etc) at the right time.
The Agile Strategy Planner Date: Version:
Year
Strategic
dimensions
6
Future strategic activity: explained
This year Year 1 Year 2 Product
roadmap Launch
Major update
with
& integration
Version 1.0 with new
partner
Customer
targets
Sales
20% monthly
growth of
new sign-ups Finalise
pricing before
launch
100 engaged
beta testers
Reach 1,500
subscribers
Reach
break-even
point
HR
35. Make sure all dimensions are balanced: if you have an
ambitious roadmap that will require more resource, you
need to schedule additional supporting activities (such as
recruitment, finance, marketing, etc) at the right time.
The Agile Strategy Planner Date: Version:
Year
Strategic
dimensions
Hire new
developer
6
Future strategic activity: explained
This year Year 1 Year 2 Product
roadmap Launch
Major update
with
& integration
Version 1.0 with new
partner
Customer
targets
Sales
20% monthly
growth of
new sign-ups Finalise
pricing before
launch
100 engaged
beta testers
Reach 1,500
subscribers
Reach
break-even
point
HR Hire new
customer
service
representative
36. Hints and tips
Get buy-in: Involve people with responsibility for your
different strategic dimensions from the very start to ensure
development of a coherent plan and ownership of strategy.
Review and learn: Plan > Do > Learn > Adapt.
As a team, review your plan on a regular basis. Tick things
off, add things, move things, delete things—the more
up-to-date your plan is, the better.
Communicate: Don’t assume that because you know
where the organisation is headed, the rest of your staff do.
As leadership, ensure that you take the time to share the
plan with everyone and to actively involve all.
Plan
Adapt Do
Learn
37. Hints and tips
Implement brilliantly: Strategy and execution are
inextricably related and equally important. If you never turn
your ideas into action, you’ll never see their results. By giving
your all to delivering the plan, you’ll get great results from
the stuff that works and can improve anything that doesn’t.
Empower your people: Anyone, at any level within
an organisation, can behave strategically. By empowering
your people to make thoughtful choices within the context
of the strategic plan and within their own sphere of
influence, you ensure that everyone owns and contributes
to the strategy and they effectively turn it into action.
38. Hints and tips
Project manage: Within any strategic plan, there are a
multitude of initiatives and the overarching plan only
scratches the surface of the actions needed. Once you’ve
got an overall plan to guide you, each project needs to be
mapped and turned into real, practical action. A host of
tools are available to help you, including Asana, Basecamp
and LiquidPlanner, to name but a few.
Adapt and evolve: 3 to 5 years is a long time,
especially if your business is part of a fast-moving,
unpredictable market. Don’t see your strategy as being set
in stone but instead use the agility of the planner to
become more agile as an organisation. Adapt for success!
39. We think good ideas are worth sharing. That’s why
we’ve released the Agile Strategy Planner under
Creative Commons.
This means you can adapt and repurpose the planner
for your specific requirements as long as you attribute
and share alike as per the license agreement below.
The Agile Strategy Planner by
Stocker Partnership Ltd is licensed under a
Creative Commons Attribution-ShareAlike 4.0
International License.
40. If you would like support to develop your
strategy or would like us to facilitate discussions
amongst your strategic planning team, contact
the Stocker Partnership and get started today!
+44 (0)24 76 100 193
hello@stockerpartnership.com
41. STOCKER
PARTNERSHIP
The Stocker Partnership
is a strategic innovation
consultancy
We help organisations to
create and exploit new
opportunities
024 76 100 193
hello@stockerpartnership.com
Matt Stocker
Debbie Stocker
www.stockerpartnership.com
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WE’RE NOT
BIG
BUT WE ARE
CLEVER
@mattstocker
@debbiestocker
Illustrations by Stina Jones (stinajones.co.uk), and Matt Stocker