Strategic planning facilitation services.

You want to get your people

together

To talk about the future.Of the organization

Of the company

Of the business unit.

How do you get consensus?

To get buy in for the strategy and

implementation?

From the ground to 30000 Feet

We can help facilitate all aspects of the strategic

planning process

Your strategic plan:

• Vision

• Mission

• Values

• Balanced score card

• Strategic priorities

Your strategic plan:

• Risks

• Communication plan

• Competitive advantages

• Opportunities for innovation

• Changes in consumer preferences/ target customer

Measuring success:

• KPI’s / Critical success factors

• Non-financial measures of organizational success

• New methods for adding value to your supply chain

• How to achieve better alignment with your strategy

• Tactics on how to best focus resources and energy

“If you don’t have time to do it

right the first time, when are

you going to find time to do it

over?”

Inputs to your strategy

SWOT

• STRENGHTS

• WEAKNESSES

• OPPORTUNITIES

• THREATS

Analysis of the economic climate

PESTLE• POLITICAL

• ECONOMICAL

• SOCIETAL

• TECHNOLOGICAL

• LEGAL

• ENVIRONMENTAL

Monitoring external forces

Building a capability driven strategy

Core competencies and competitive advantages

Internal Analysis

• What are you doing now?

• Get input from stakeholders, management and staff at all levels of the organization.

Inputs

• External analysis

o SWOT

• STRENGHTS, WEAKNESSES,OPPORTUNITIES, THREATS

o PESTLE

• POLITICAL,ECONOMICAL,SOCIETAL,TECHNOLOGICAL,

LEGAL,ENVIRONMENTAL

• Internal Analysiso Stakeholder and management team inputs.

Vision

Mission

Objectives

Strategies

Tactics

Aligning your strategy with your

vision

Vision

If success was a place, how would you know if you got

there?Where are you going?

Why should you go there?

What is winning?

Mission

Why do you exist?

Who do you do it for?

Who is your main customer?

What do you do for them?

Strategic mission.

• Focus: What you want to offer to the target customer and what you don’t

• Difference: Why your value proposition is divergent from competitive alternatives.

• HBR Article: The Art of Crafting a 15-Word Strategy Statement

Who is your customer?

• If you could focus the bulk of your energy serving one key customer, who would it be?

• (Stakeholders, clients, shareholders, suppliers, government, other)

Values

• What values are important to the organization?

• How would you describe the organization if it were a person?

• What is: “the way you do things around here?”

• What is not acceptable behavior?

What can people expect from your organization

100% of the time?

What is your company promise?

How do you get alignment?

• Communicate clearly and simply

• Get buy ino Bring people into the strategic planning process.

• Match goals and motivation

• Capability to executeo Are they given the tools they need to succeed?

Balanced Score Card

Financial

Customer

Process

Org Capacity

If__

__ t

hen

___

Ho

w d

o w

e?

Cascading Goals

• Organizational Level

• Team Level

• Functional level

• Individual level

KPI’sPerformance measures and targets

What are the critical measures or ratios in your business?

Where to add value?As part of the strategy

Supply/Value Chain

Where do you go next?

• Red Ocean- An area that is expensive and challenging to be successful in. Lots of competitors.

• Blue Ocean- New industry, new market, new opportunities.o Spurred by innovation and/or disruption.

Strategic intent

• Headlines or themes for how you will execute your strategy.

• Broadly specific areas of focus.

• Makes it easy to communicate and focuses action.

o “Think of new years resolutions”

Top 5 and top 1 of 5

• What are your top 5 priorities for the quarter?

• Of those top 5 priorities, which is the top priority?

• Make significant progress on a few initiatives vs. incremental progress on many initiatives.

Risks to good implementation

• Leadership

• Communication

• Resources

• Buy-ino Push vs pull

• Harvard business review interviewed 26000 people at 31 companies to determine what traits align with strong strategy execution.

• https://hbr.org/2008/06/the-secrets-to-successful-strategy-execution

Identifying gapsWhat skills or resources do you need to make your

strategy a success?

Implementation constraints

• Time

• Budgets

• Human Resources

• Technology

• Other Constraints?

Risks

• What uncertainty exists in your organization?

• What are the impacts of that uncertainty? (risk)

• What is the likelihood of that happening?

• What can we do to mitigate that risk?

Stakeholder analysis

• Who are your Stakeholders?

• What is their influence/power?

• What is their interest in what you’re doing?

• What is important to them?

• Actions

Stakeholder Analysis

Keep Satisfied

Monitor Closely

MonitorKeep

Informed

Strategy is about choices

Choose us.

http://smestrategy.net/services/meeting-facilitation/

info@smestrategy.net

1-855-895-5446