strategic transformation system (sts)
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DESCRIPTIONPresents the. Strategic Transformation System (STS). Xaxax Analytics, LLC, 2131 West Republic Road, PMB 183, Springfield, MO 65807-0183 www.xaxax.org. Bottom-line Requirement:. Strategic planning adds value. Not "game changing" but. Strategy. STS Value Proposition. SEASON CHANGING. - PowerPoint PPT Presentation
Xaxax Analytics, LLC, 2131 West Republic Road, PMB 183, Springfield, MO 65807-0183www.xaxax.org
Identifies emerging next after next opportunitiesAligns resources to capture those opportunitiesNot the business model or operations planDoes not deal with todays issuesLooks across the planning horizon 3 to 7 years
Business to VisionVision to MissionMission to Strategic PlanStrategic Plan to ObjectivesObjectives to Performance MeasuresPerformance Measures to Resources Success is tracked through Quarterly Performance Reviews
Mutual AssessmentVision and MissionEnvironmental ScanSurvey and SWOT AnalysisGap-Closing StrategyStrategic Plan Roll-outEmployee Buy-inQuarterly Performance ReviewSustainment and EvolutionBusiness of the Business
Even the most detailed strategic plans oftenhave misalignments and disconnects amongStrategy Objectives &Performance Measures Resources Operations
Strategy Objectives &Performance Measures Resources Operations Resolves, reconciles, and realigns
Review the legacy strategy and its relationship to: Vision Mission Organizational structure Operational plans Key business processes Resource allocation Work plan objectives Skills Performance appraisal objectivesBriefleadershipOn findings.MakeGO/NO GOdecision.If GO, establish leadership commitment and resources.
LeadershipintroducesXaxaxAnalytics (XA)consultantsand affirmsfull supportfor theprocess.XA principalbriefs client leadership,senior management, and staff regarding the Strategic Transformation System.
XAXAX consultants mustfully understand theAS ISposition of theorganizationand therationale.
VISIONPresentation& DiscussionMISSIONPresentation& DiscussionTo be the WHAT statement that clearly establishes the objective state we will achieve in X (three seven) year planninghorizon.Generates questions leading to the Mission Statement, not answers.Achieving the Vision the HOW of closing the gap between the to be Vision and the as is legacy strategy. With management, develop environmental scan and SWOT survey methodology.
DEGREE OF COMPETITIVEPRESSURE
Conduct and Review SWOT Surveyand MakeRecommendationsBrief environmental scan and SWOT survey findings. Facilitate client ranking of results. Develop SWOT matrix.Management assigns working teams.Complete XA scan -Compare/CombineWith Client Scan
SWOT- basedGapAnalysisGap - ClosingStrategyComponents PRESENT DRAFT: Goals Objectives Performance measures Timelines Responsible business units
AssemblePreliminaryStrategic PlanRoll- OutPreliminary Strategic Plan toLeadershipDISCUSS: Restructuring Key business processes Resource allocation Work plans Skills training Performance appraisals PRESENT DRAFT: Goals Objectives Performance measures Timelines
Client leadership introduces the approved strategic plan.XA principal briefs the approved: Goals Objectives Performance measures Timelines Responsible business unitsQuestion and answer session.Chain-Teaching to disseminate.FinalizeLeadershipStrategic PlanStrategic PlanCoaching forManagers/Staff
Business unitmanagers brief state of play to leadership and senior managers: Goals Objectives Performance measures TimelinesConvey issues, successes, barriers, and challenges to leadership and management.Documents issues, successes, and leader guidance. Review generates taskings to management and staff. It reveals systemic and individual problems and develops solutions lessons learned. Results to be briefed in the subsequent Quarterly Performance Review.
Leadership and management continue the process. Further XA consulting work contingent upon agreement with leadership. Subsequent XA work could include executive coaching, business process redesign, personnel appraisal objective design, or other implementing work.
We define strategy as a portfolio of linked and evolving initiatives that togetherenhance long-term performance and marketplace valueStrategic planning is simply an organized method for guiding an organization from where it is to where it wants to be. We can call it alternative futures or apply other terms in vogue but, done properly, it all comes down to moving an organization forward into emerging opportunities.By definition, strategy is from the Greek word strateg(os), meaning the art of the general. National Football League. Teams look forward three seven years or more Determine competitive environment Develop strategic plan and strategy to counter threats and take advantage of opportunities Acquire quarterback who can execute the team strategy and build the team around him Modify by drafting and trading players to develop team chemistry, acquire players to fill gaps and release players with redundant skills
The strategic plan provides the resourses to allows players and coaches to develop operational plans for the season and tactical plans for individual games and plays.Strategy and operationaldisconnectsA disjointed decision making process creates excessive costs and restrictsan organizations ability to identify, much less capitalize on, hidden oremerging opportunities. Non-integrated systems and inadequate planning and analysis capabilities force managers to make decisions without understanding the complete picture. In place of information, management is forcedto use well-educated guesses and assumptions. And results fromassumption-based activities can be devastating as each manager makesdifferent assumptions.To increase the impact of the strategic planning process, company executivesand planning managers must identify and accurately quantify theeconomic impact of strategic alternatives. Each potential strategicmeasure or action must consider market, process and financial dynamics, and how these dynamics impact the organization as a whole.This is the Strategic Planning System goal.Economic Trends: The macro economic environment analysis will identify trends such as changes in personal disposable income, interest rates, inflation and unemployment rates Political Trends: The macro political environment analysis will identify changes in the position politicians take on issues. A current example is a shift towards greener policies in the developed world. Technological Trends: The macro technological environment analysis will identify changes in the application of technology. A current example is a shift towards online transactions and in some areas a shift away from online transactions. Legal Trends: The macro legal environment analysis is closely linked to the political environment (politicians tend to make the laws), but also includes trends in court decisions such as liability compensation. Social/Cultural Trends: The macro social/cultural environment analysis will identify trends in societies beliefs, behaviours, values and norms. Such as the number of part time workers, attitudes towards global warming, make up of the family structure. Demographic Trends: The macro demographic analysis will identify trends in population growth at relevant ages for your industry (There maybe zero population growth in general but high growth in the number of people over 65), the population location TheBargaining Power of Your CustomersWhen analyzing the power of your customers you are really determining who needs who the most. This is driven, in part, by the number of prospective customers compared to the number of suppliers (suppliers are your competitors). A strong or powerful customer can play you off against your competitors. Your strong customers may ask forhigher quality or improved service at the same price or simply, for a lower price. Where a less strong customer may simply try to bluff you.In general The greater the number of customers the less commercial power they each haveThe greater the number of competitors you have the greater your customers negotiating powerHowever, other factors such as the significance of the customer to you or their ability to switch to your competitors also plays a part in determining who has the power. To learn more about the bargaining power of your customers including the top 11 things to consider during your analysis, click here, you will also find out how to apply each to your industry and you will learn from the many examples provided. (Use your browser back button to return to this page)The Threat of New Entrants to Your IndustryA new entrant to your industry is a brand new competitor or maybe a new brand from on old competitor. A new competitor to yourindustry may erode some of your customer base, your challenge is to determine if it is likely that a new competitor will comealong and try to steal your customers away.New competitors are restricted by up front capital costs, access to technology or requirements to obtain licenses then your market position is likely to be protected. However, if there are no barriers to entry your position could be weakened. Tip:Sometimes a newcompetitor in your area is a good thing. For example if you own a craft shop and four more craft shops open near you, the collective scale of the five craft shops may attract significantly more people to the area resulting in growth of your business.You need to determine if a new entrant is a good or a bad thing for your business. Find out more about the threat of new entrants Click here your how to guide and free analysis template!The Bargaining Power of Your SuppliersThe bargaining power of your suppliers is like the bargaining power of customers only in reverse, you are now the customer, where before you were the supplier. How dependant on your business is your supplier, or are you depend