This document outlines eight strategic steps companies can take to develop a higher-level business plan in 2019: 1. Define a clear quest or purpose to drive commitment. 2. Gain different perspectives before making strategic decisions. 3. Consider exponential instead of just linear strategic thinking. 4. Develop new strategic options by eliminating, raising, reducing, or creating new offerings. 5. Use scenario planning to consider implications. 6. Design objectives and key results (OKRs) to set benchmarks and monitor progress. 7. Effectively communicate the strategic plan. 8. Prepare yourself and your team for success by establishing processes for strategic planning sessions.

1. Level UP! Eight Strategic
Steps to a Higher Gear in
2019
Scott Hamilton, Managing Director, Nextworks Strategy
CEO, Executive Next Practices Institute
January 11, 2019

2. Temporal Landmark
January 11, 1838
First public demonstration of
telegraph message sent using dots
& dashes at Speedwell Ironworks,
Morristown, New Jersey by Samuel
Morse and Alfred Vail

3. Lunch and Learn
Objectives
1) Opportunity to bring people to the Cove and
highlight the great ecosystem we have here.
2) Networking and facilitated collisions of like-
minded people.
3) Content learning on topics related to
innovation and entrepreneurship that will help
them on their entrepreneurial journeys.
(Caveat- Talking about strategic
planning is like boiling the
ocean)

4. Presentation
Objectives for
Today
Start you on a better strategic journey
Opportunities and minefields to consider
8 Steps to building a plan you can actually execute

5. My Background- Strategy, Organization
Effectiveness, Leadership, Marketing

6. ENP Institute (Forums)
10 Years, 300 + Forums and
C-suite/Key Enterprise Leader
Collaborations
1015 Speakers,
Over 32,800 Attendees
“Strategic Transformation”

7. Next Practices
Ideas, processes,
concepts and
solutions that
move you beyond
the “status quo”.
Not “how are
others doing it
best” but rather,
“where do we go
from here that
represents a true,
fundamental
shift in value”…

8. January 24th
(evening)
Resources for
Innovation- The
OC Ecosystem

9. Capability Catalysts
•Strategy Development &
Offsite Facilitation
•Leadership Development
•Customer Centricity
•Organization Alignment
(Immerse Maps ™)

10. Who is in the room?
Revenues more that $1 billion
Revenues more than $200
million
Revenues more than $10
million
Revenues more than $1 million
No revenue, but I have great
aspirations for 2019!

11. Industry Sectors Here
Healthcare
Hospitality
Professional Services
(consulting)
Transportation
Technology

12. Your Obligation Today
Participate!
If you have a question or a specific value
proposition - speak up
If you are an EIR or industry expert- share
some of your own successes and learning
experiences

14. Who’s Next?

15. Didn’t see that coming!

16. Ideas are easy.
Execution is
everything.
John Doerr

17. What is Strategy?
A high level business plan which leverages a
company’s unique assets and capabilities to
provide a competitive advantage in order to
reach its overarching objectives.
Goals
Objectives (SMART)
Scope (in vs. out)
Competitive advantage (unique value
proposition)

18. The
Minefields
Process &
Behavioral
1. More ideas are shared on the 5th
Fairway (or 3rd Beer) than in the
strategy room.
2. Social Dynamics such as
Groupthink, Peer Pressure, Pet
Projects and Covert agendas can
derail results.
3. Execution & results are so far
removed from the session there is
no causality.

19. Today’s Environment
Requires Agility
Strategy Shared purpose & vision
Structure Active partnerships & ecosystem
Process Action-oriented decision making
People Entrepreneurial mindset
Technology Evolving technology architecture

20. First Step-
Define Your
Quest
Identify and define a quest
that will drive purpose,
passion and commitment- for
you, investors, employees,
suppliers, strategic alliances,
others

21. Step 2 Get Perspective
1. The Sun Rises in the East?
2. The Sun Rises in the
West?

24. Peripheral
vision/holistic
perspective

26. Step 3 Shift Your Strategic
Thinking
1. Linear?
2. Exponential?

27. Crowdsource vs Physical Assets

28. Step 4
Next
Practices-
New
Options
1. Eliminate
What processes or services can you
eliminate that your industry has long
competed on? (Stop doing)
2. Raise
Which services should be raised well
above the industry’s standard?
(Competitive differentiation)
3. Reduce
Which processes or services could be
reduced well below the industry’s
standard?
(Save $ and resources)
4. Create
What services/customer satisfaction
methods should be created that the
industry has never offered?
(Start doing)

29. Greenstorm Session
Cross-Functional
No Constraints
No Judgements

30. Top 5 Goals
Identify 25 (Greenstorm)
Narrow to top 5 (Criteria-most
likely to move you
exponentially forward)

31. Risk Profiles
No Regrets
Big Bets
Real Options

32. Step 5
Scenario
Planning

33. Implications Wheel

34. Planning Tools
Smartsheet- online action plan collaboration
(www.smartsheet.com)
Scenario Planning:
www.competitivefutures.com

36. Growth- CORE to Adjacencies

38. McDonald’s- A
Customer Focused
Strategy
•Retain
•Regain
•Convert

40. Competition
-Data &
Anecdotes

41. Scoot Networks- Market Assumptions
( 200 vandalized or stolen in 2 weeks of
launch)

43. Acquisition vs. Investment in the CORE

44. Step 6
Designing your OKRs
Objective: What is to be achieved-
significant, concrete, action oriented
and inspirational.
Key Results: Benchmark and monitor
HOW we get to the objectives.
Specific, time bound, aggressive yet
realistic. They must be measurable
and verifiable.
NO Gray areas…

45. Working Session- Defining
& Setting OKRs

46. What is Your
Cultural
Profile?
CARING (DISNEY) PURPOSE
(WHOLE FOODS)
LEARNING
(TESLA)
ENJOYMENT
(ZAPPOS)
RESULTS (GSK) AUTHORITY
(HUAWEI)
SAFETY (LLOYD’S
OF LONDON)
ORDER (SEC)

47. The Problem with ill defined Goals

48. Step 7
Communicating
Your Plan
“When you are tired of saying
it, people are starting to hear
it.”
Jeff Weiner, CEO, LinkedIN

49. Golden State Foods
Leveraging Culture/Performance for Growth

50. Mimi’s Café- Speed of Service Strategy

51. Step 8-
Prepare
Yourself &
Your Team
for Success

52. Sample Strategic Planning
Process: Pre Session
2-6 months out:
1. Announce the dates- send out an outline
of the session and expectations
2. Solicit input to key need strategic
initiatives, market intelligence and internal
operations
3. Form cross functional teams to
gather/interpret customer data, markets,
competitors, operations and propose “big
move” scenarios.

53. Strategic Planning
Session
Day 1 Market, Industry, Company Big Picture
Perspectives – Implications for Strategy &
Innovation (Next Practice Questions)
Big Moves discussions- where to from here?
Day 2 Stop doing exercise, Narrowing to the (top
5) goals, assigning metrics, resources and
accountabilities
Day 3 6 month targets, OKRs, roles, dashboard,
strategy map

54. Your First Step-
Define Your
Quest
Identify and define what will
drive purpose, passion and
commitment- for you,
investors, employees,
suppliers, strategic alliances,
others

55. Temporal
Landmarks
6 Month
Increments
with clear OKRs

56. Reading

57. Your Opportunity- Others
Failure to Act
2/3 of corporate
strategy is never
executed
Of 2,000 large firms
studied, 90% had
detailed strategic
plans, but 7 out of 8
failed to achieve
profitable growth

58. Thank You!
See you at the Jan 24th ENP
Forum!
www.enpinstitute.com/events
Strategic Development Offsite Programs:
Scott Hamilton
Nextworks Strategy www.nextworksstrategy.com
Scott.Hamilton@enpinstitute.com
888.857.9722