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.
Integrating Meetings Into Transient Hotel Sourcing - BLG WhitepaperAl Norman
When you negotiate your annual Hotel Sourcing Program, have you wondered if your Meetings spend can be incorporated in the process? Read this whitepaper.
I have used this presentation to help small companies get an understanding how to setup a strategy that is user friendly and can apply to their project model
Implementing strategic planning getting the thing to work - robert l walker uscRobert L. Walker USC
Strategic Planning has developed a bad name. Many organizations do strategic planning, but few are satisfied with the results. It seems that somewhere between the conceptualization and the execution, a serious melt down occurs.
Strategic integrity is established by aligning strategy and execution at all levels of the organization. Strategic integrity is driven by specific approaches to organization, planning, and decision making.
Integrating Meetings Into Transient Hotel Sourcing - BLG WhitepaperAl Norman
When you negotiate your annual Hotel Sourcing Program, have you wondered if your Meetings spend can be incorporated in the process? Read this whitepaper.
I have used this presentation to help small companies get an understanding how to setup a strategy that is user friendly and can apply to their project model
Implementing strategic planning getting the thing to work - robert l walker uscRobert L. Walker USC
Strategic Planning has developed a bad name. Many organizations do strategic planning, but few are satisfied with the results. It seems that somewhere between the conceptualization and the execution, a serious melt down occurs.
Strategic integrity is established by aligning strategy and execution at all levels of the organization. Strategic integrity is driven by specific approaches to organization, planning, and decision making.
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
Get a jump on your competition by understanding the strategic marketing framework process and produce a Growth Playbook to keep your marketing effort on track. Download our whitepaper, Growing Strategically for all the details.
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
Get a jump on your competition by understanding the strategic marketing framework process and produce a Growth Playbook to keep your marketing effort on track. Download our whitepaper, Growing Strategically for all the details.
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
Scott droney - strategic planning and strategic managementScott Droney
Scott Droney is provide financial services spectrum as well as data processing and managing segments. Since most of its financial services were retail focused, the need to build scale and skill in the transaction processing domain became imperative.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
Objectives, Goals, Strategy, Measurement and Tactics Process for Business Management. A communication methodology that links overall business strategy to an individuals goals and objectives.
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.
[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.
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
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https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://mark-bridges.medium.com/the-top-101-consulting-frameworks-of-2020-3b9be58ce18e
At the end of each year, we publish a list of the top 101 consulting frameworks from the FlevyPro Library. We add new frameworks to FlevyPro each week based on market trends (e.g. Digital Transformation, Customer-centric Design) and customer demand. (See the top 101 consulting frameworks of 2019.)
Business frameworks are powerful tools consultants leverage to address their clients’ business issues in an organized, thorough, and efficient fashion. Each of our framework guides is a detailed PowerPoint presentation that provides a structured approach to analyzing and solving a common business problem, from issues in Strategy Development to Digital Transformation to Leadership Development.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/business-document/six-sigma--statistical-process-control-spc-604
DOCUMENT DESCRIPTION
The Six Sigma - Statistical Process Control (SPC) Training Module includes:
1. MS PowerPoint Presentation including 136 slides covering
- Introduction to Statistical Process Thinking,
- Basic Statistics,
- Introduction to Statistical Process Control,
- Statistical Process Control Charts,
- Sample Size & Frequency,
- Out-of-Control Action Plan, and
- Process Control Plan.
2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate confidence intervals (mean value, standard deviation, capability indices, proportion, count) and perform a Comparison of two statistics (mean values, standard deviations, proportions, counts).
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[Whitepaper] Strategy Classics: Value Disciplines Model
1. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
https://mark-bridges.medium.com/the-definitive-guide-to-strategic-planning-38719a4d56a0 1/13
Mark Bridges
Follow 60 Followers About
The Definitive Guide to Strategic Planning:
Here’s What You Need to Know to Successfully
Formulate and Execute Your Strategy
Mark Bridges Jan 5 · 10 min read
Note: This article originally published by my colleague David Tang.
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2. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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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:
1. Strategic Planning
2. Strategy Development
3. 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:
1. Explore Strategy across 3 time horizons.
2. Encourage productive and stimulating Strategic Dialogue.
3. Engage a broad, decentralized group of stakeholders.
3. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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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.
Short Term Horizon — The objective here is to challenge the current strategy,
evaluate progress, and explore options to accelerate execution. The scope is around
products, regions, and functions. As we explore the short term strategy, it’s
important to encourage a culture of creativity and real dialogue. We should seek to
avoid a budget-focused process and discussion.
Medium Term Horizon — The purpose in the medium term horizon discussion is to
enumerate the steps necessary to realize the vision. The scope is around the business
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unit. Our focus in this horizon is to develop clear, actionable business plans that
describe the multi-year strategic initiatives to transform vision into value.
Long Term Horizon — Lastly, the objective over the Long Term horizon is to define,
validate, or redefine the vision, mission, and direction of the organization. This
session is the forum to challenge and redefine the boundaries of our market. We
want to shape our future by influencing the industry with our strategic actions.
Encourage
Most organizations repeat the same Strategic Planning process year after year. This leads
to a situation where year after year, the usefulness of the Strategic Planning process
deteriorates, as most analyses become adjustments of last year’s analyses. There is a
stagnation of effectiveness. The same inputs lead to similar conclusions and creativity is
sapped from the sessions.
So, how do we break this type of cycle and behavior? The answer is to encourage
productive and stimulating Strategic Dialogue by asking different questions. Great
strategists need to learn the “art of questioning.” Here are a few guiding principles
around this regard:
Questions shouldn’t be too broad (e.g. “How do we disrupt the industry?”).
Questions also shouldn’t be too narrow (e.g. “What’s should the pricing be?”).
The leadership team should engage in a strategic workshop to articulate and
prioritize key questions we need to answer in the next 3–5 years.
Once the right questions are selected, we can have teams address these questions. These
teams will design novel, relevant analyses, amass new knowledge, and develop strategic
recommendations. Remember, as well, question-driven strategic dialogue is an iterative
process.
Engage
Organizations that engage a broad, decentralized group (of both internal and external)
stakeholders in their strategic development efforts yield stronger results than
organizations that leave strategy in the hands of a small, centralized team.
5. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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Involving a broad group prevents groupthink. We should involve folks from different
backgrounds, generations, and geographies. This is more likely to surface alternative
ideas and perspectives. It is common to also engage participants external to the
organization — e.g., customers, suppliers, consultants.
This approach improves our strategic “peripheral vision.” In other words, it makes us
more adept in spotting both opportunities and risks early.
It is also important to engage stakeholders early on, as this increases buy-in, which helps
with the Strategy Execution process later on.
For more information on Strategic Planning, take a look at these frameworks available
on Flevy:
Strategic Planning Frameworks & Tools
Complete Guide to Strategic Planning
Best Practices in Strategic Planning
Strategic Business Planning
2. Strategy Development
With the right process in place for a productive and robust Planning, we now need to
ensure we have the right tools and philosophies to formulate a well thought out Strategy
that is appropriate for our competitive and organizational situation.
The good news is there’s a plethora of research and consultative frameworks on Strategy
Development and Strategic Thinking, perhaps more so than any other management
topic. There are literally 100s of Strategy Development frameworks developed by
strategists, academics, and consulting firms.
This is also the bad news. As there are so many tools available, it can be difficult to
determine what the right approach is for our organization.
To help navigate through the available tools, let’s take a look at the Strategy Framework
Canvas (SFC). The SFC is a unifying choice framework that guides us in selecting the
appropriate strategy for the circumstances at hand and execute it effectively. This model
6. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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is particularly useful for large organizations that are now stretched across a more diverse
and faster-changing range of business situations.
SFC identifies 5 distinct archetypal approaches to strategy:
Classic
Adaptive
Visionary
Leader
Renewal
Classic
The Classic approach is the most common approach. In this situation, the market is
predictable, basis of competition is stable, and strategy is sustainable.
Classic strategy is achieved through sustainable Competitive Advantage by positioning
our organization optimally in an attractive market. Since the basis of competitive
advantage within these environments is known and non-malleable, advantage can be
based on superior scale, differentiation (or, equivalently, scale within a narrower market
segment), or superior capabilities.
The most well-known Strategy frameworks are the Classics, such as:
Porter’s Five Forces
BCG Growth Share Matrix
Value Disciplines Model
Adaptive
We use the Adaptive approach when the environment is neither predictable nor
malleable. There is continuous disruption in the market.
7. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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Unlike the Classic approach of sustainable Competitive Advantage, the foundation to the
Adaptive approach to strategy is the notion of serial temporary advantage. Within
unpredictable and non-malleable environments, the emphasis is on continuous
experimentation and real-time adjustment — as opposed to long-term analysis and
planning. Because advantage is temporary, we focus on means and not ends.
Examples of Adaptive frameworks include:
Time-based Competition
Temporary Advantage
Adaptive Advantage
Visionary
We take the Visionary approach when we can reliably create or re-create an
environment by some degree of predictability by seeing an opportunity and pursuing it
single-mindedly.
Visionary approaches are most frequently associated with entrepreneurial start-ups.
However, large organizations increasingly need to adopt this approach for themselves,
as well.
Examples here include:
Blue Ocean Strategy
Innovator’s Dilemma
Value Innovation
Leader
The Leader Approach is used when the environment is unpredictable, but malleable. We
can shape or re-shape the whole industry.
A Leader approach both permits and requires an organization to collaborate with others
in a diverse ecosystem that distributes risk, supplies complementary capabilities and
8. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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resources, and builds the market quickly through strength in numbers.
Examples of Leader frameworks include:
Networks
Ecosystems
Platforms
Renewal
Lastly, the Renewal strategy approach is used when the environment is harsh. This type
of strategy aims to restore the vitality and competitiveness of the organization.
In such a harsh environment, the existing circumstances prevent the current way of
doing business from being sustainable. The first step is to change course to preserve and
free up resources.
Examples here include any type of the following:
Transformation strategies
Turnaround strategies
Once we determine the type of Strategy approach to take, the next step is to adopt a
Strategy Development framework most befitting our organization. Key considerations
include our corporate culture, organizational structure, leadership style, competitive
positioning, and core competencies, to name a few.
For more information on Strategy Development, take a look at these frameworks
available on Flevy:
Complete Guide to Business Strategy Design
Strategy Development Methodology
Growth Strategy Framework
Strategy Framework Canvas
9. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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Strategy Chessboard (this is another holistic Strategy framework)
For even more materials on specific Strategy frameworks, take a look here:
https://flevy.com/business-toolkit/strategy-development-sd
3. Strategy Execution
Strategy without Execution is merely theory. Every organization has a Strategy. But, did
you know the majority of strategies fail?
Numerous studies from top consulting firms (including McKinsey, Bain, BCG) and
Harvard Business Review have shown approximately 70% of strategies fail due to poor
execution. Furthermore, organizations only realize about 60% of their strategies’ value.
This gap between the Strategic Plan and actual performance results is called the
Strategy-Execution Gap.
10. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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For most organizations, their projected performance based on strategic planning
forecasts follow a “venetian blinds” pattern. In other words, when each year’s
performance projections are viewed side by side, the resulting diagram resembles a
series of diagonal venetian blinds. This pattern signifies a deeper issue of an institutional
practice of setting unrealistic goals, which has damaging impacts to the organization’s
culture.
Here are 3 guiding principles to follow to close the Strategy-Execution Gap.
Principle 1: Keep it simple.
In most organizations, Strategy is a highly abstract concept, often misused to be
synonymous with vision or aspiration. It is likewise something that’s not easily
communicated or translated into action. Resultantly, without a link between strategy
and performance cannot be drawn, because the strategy itself is not sufficiently coherent
and concrete.
On the other hand, high-performing organizations avoid long, drawn-out descriptions of
lofty goals. Instead, they utilize clear, succinct language describing their course of
action. By being very clear on what the strategy is and isn’t, we can keep all employees
headed in a unified direction.
Principle 2: Use a rigorous Strategy Execution/Deployment framework.
To be productive, the dialogue between corporate and the business unit about market
assumptions must be conducted within a rigorous framework. Here are some
frameworks available on Flevy:
Hoshin Kanri Strategy Deployment (and Hoshin Policy Deployment)
Guide to Business Strategy Execution
Balanced Scorecard
Profit Pools
Supercharge Strategy Execution: Performance Scorecard
11. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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The specific framework used to ground our strategic planning isn’t the most important.
What is critical is that the framework establishes a common language for dialogue
between corporate and the business units — one that also unifies and the strategy,
marketing, and finance teams.
Without such a framework, it is difficult for management to determine whether the
financial projections are reasonable and realistic. Thus, management can’t know with
confidence whether performance shortfall stems from poor execution or a poor plan
Principle 3: Continuously monitor performance.
High performing organizations utilize real-time performance tracking. They
continuously monitor resource deployment patterns and their results against plans,
leveraging continuous feedback to reset planning assumptions and reallocate resources
accordingly. This real-time approach allows management to identify and fi flaws in the
plan and shortfalls in execution — and to avoid confusing one with the other.
Continual performance monitoring is particularly important in highly volatile industries.
In such environments, events outside the organization’s control can render a plan
useless.
For frameworks specific to Performance Management, take a look at these materials
available on Flevy:
https://flevy.com/business-toolkit/performance-management-perf
By the way, we have a complimentary primer on Strategy Development and Execution
available on Flevy here:
https://flevy.com/strategy-frameworks
This primer discusses 12 frameworks, many mentioned in this article.
Does your organization have issues bridging the gap between Strategy and
Execution?
If you lead a mid-size or enterprise organization, we have a solution at Flevy that helps
you bridge the gap between Strategy and Execution through Employee Engagement. For
12. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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more info, you can email me at dave@flevy.com with the subject line: “Bridge the
Strategy-Execution Gap.”
For more frameworks and tools on other management topics, from Digital
Transformation to Change Management to Problem Solving, take a look here:
https://flevy.com/business-toolkits
Lastly, if you stumbled across this article and found it to be helpful, please feel free to
connect with me on LinkedIn. Thanks for reading.
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“Strategy without Tactics is the slowest route to victory. Tactics without Strategy is the
noise before defeat.” — Sun Tzu
For effective Strategy Development and Strategic Planning, we must master both
Strategy and Tactics. Our frameworks cover all phases of Strategy, from Strategy Design
and Formulation to Strategy Deployment and Execution; as well as all levels of Strategy,
from Corporate Strategy to Business Strategy to “Tactical” Strategy. Many of these
methodologies are authored by global strategy consulting firms and have been
successfully implemented at their Fortune 100 client organizations.
These frameworks include Porter’s Five Forces, BCG Growth-Share Matrix, Greiner’s
Growth Model, Capabilities-driven Strategy (CDS), Business Model Innovation (BMI),
Value Chain Analysis (VCA), Endgame Niche Strategies, Value Patterns, Integrated
Strategy Model for Value Creation, Scenario Planning, to name a few.
Learn about our Strategy Development Best Practice Frameworks here.
13. 2/14/2021 The Definitive Guide to Strategic Planning: Here’s What You Need to Know to Successfully Formulate and Execute Your Strategy | by Ma…
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