strategic planning: breaking the rules
DESCRIPTION
Do's and don'ts of strategic planning; where to invest your time and what to avoid. How to get to a effective Business Plan in 10 weeks.TRANSCRIPT
Breaking Rules in Strategic Planning
Breaking Rules
Enhancing your decision making...in just
5 minutes
A Futures Coaching initiative
www.futurescoaching.com
#1 Favour experienceYoung, brainy consultants end up doing
what young brainy consultants can do: information trawling and number
crunchingBetter to employ the seen-it-all maverick
with an ability to cut-through the crap and get to the killer insights
#2 Top downThe craziest idea? Having advisors
reporting into an inexperienced strategy team
Strategy is far too important for anyone other than the CEO and the management
team to take onIt follows that strategy consultants
should only take briefs fromthis C Suite
#3 Find the problemThe problem is not always what it
seemsA client may be defining a 'want' but not
the underlying 'need'Strategy consultants must develop the
art of being super blunt whilst telling the truth in an acceptable way
Humour helps!
#4 Narrow the options In recent work, a client had 15 different
strategic pathways on the tableFiltering options begins, not by facts,
but by framingStructuring the analysis strengthens
thinking and supports hypotheses
#5 Use MECEMcKinsey's fact-based problem-solving
process uses MECE thinkingStanding for 'Mutually Exclusive, Collectively Exhaustive', it's about separating a problem into distinct,
non-overlapping issues whilst making sure nothing is overlooked
#6 Avoid data overload Collect data with a purpose
Set up hypotheses early in the process & collect only data which will prove or
disprove themFocus on: what assumptions need to be
true for my hypothesis to be correctSeek answers which are directionally
correct
#7 No excusesPre-internet, it was OK not to know
Today's business plans must take advantage of all available intelligenceStrategists can no longer rely on the
ignorance of a motivated audience
#8 Don't sweat the forecastsBusiness Plans need numbers – just
don't get carried awayComplex discouted cash-flow
spreadsheets are next to worthless when 5 year assumptions have no
basis other than management hopeThe truth is that no one is going to
believe the forecasts so stick to an overview of the economics of the
business and capturing its potential
#9 Go fast In the good old days, a scenario planning
exercise could take companies like Shell 2 years to complete
Today, speedy strategy is possible but requires a separation of process and task
Take time to develop the right process and the tasks will go very fast indeed
10 weeks for a business strategy, anyone?
#10 Evaluate fitWhat's right & what can be implemented
by a client are two different things entirely
“Consulting is knowing how to tailor your advice to the optimum of what the
organization will take on board & implement”
(Sir John Harvey Jones)
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Futures Coaching in October 2012
Helping a Dutch agency identify growth opportunities & plan its strategyWorking with an international company to embed best practices in consulting into their strategyContinuing to define how trends will impact future bank branch design and rolePlanning a new report on trends in consumer healthcareAiding my co-author with a TEDx presentation on 'Young Brains'
About Futures CoachingCelebrating 5 years!
Working for great clients Doing great thingsPlanning
* corporate SWOT analysis * filtering business opportunities
* building Business CasesAnticipating
* the future of retail* the future of offices* the future of global banking* the future of Asian women
Innovating* new fund-raising offers* consumer healthcare NPD
Coaching* trends training for insight teams* personal rejuvenation training
Speaking* engagements from Taipei to Toronto