Wisdom for Strategic Thinking Strategic Briefing

Customer Relationship

Strategies Customer “Sensing”

Processes

Strategic Customer Management

Vision, Business Plan and Key Business Objectives

CRM

Customers

Customer

Experience

• Sales

•Delivery

•Service

•Others

Feedback

The Relationship Strategy Development

Process (B2C or B2B)

Identify

CRM

Innovation/New Opportunity Matrix

Existing New

New

Markets/Segments/Sectors

Existing

Extension

Pro

du

cts

/Serv

ices

Agility: Capability to identify, assess and act on market opportunities better

and faster than competition

Setting Priorities: market attractiveness – potential size of market – number of existing

and “target” customers who have an interest and the potential profitability

Existing

Extension

New

Your Org

today

Strategic Alignment

Vision

CSFs*

C1 C2 C3 C5

D1 D2 D3 D1 D2 D3

D4

D3 D2 D1

C4

D1

People

Customer

Process

Financial

New Rewards

Matrix

* Critical Success Factors

Drivers

The Key Strategic Concepts

Key Business Factors

Vision

Key Business Objectives Strategies & Alignment

18 Month rolling/3 Yr

Horizon

Core Competencies

Critical Success Factors

Competitive Perspective

Balanced Scorecard

Stakeholders

Mission

New Rewards Matrix

Core Purpose

Organisational Competencies

Values

The Strategic Management System For Innovation

Conducting Innovation

Activity

Assessing the Impact of

Innovation Activity

Planning & Managing for

Innovation

Learning and

Refinement

Driving

Competitiveness

• Adding Value

•Accelerating business Improvement

• Building Market Share •Increasing profitability

Leadership Innovation Awareness /Education & Training

HR Plan & Desired Competencies

Vision, Business Plan, Key Business Objectives and Values* “Competitiveness Strategy”

Plan

Do

Check (measure)

Act (improve)

•I To reach full potential, innovation should be an organisational value. Innovation must be woven into the fabric of the culture. It must be seen as a Critical Success Factor and performance evaluation/reward must be an integral part

Competing for the Future The Strategic Imperatives

Balanced

Scorecard Of

Performance

RENEWAL

AGILITY, MARKET

COMPETITIVENESS & SUSTAINABILITY

STAKEHOLDER RELATIONSHIPS

Strategic Alignment “Vision”

Review and Prioritise

Action Planning Improvement

Impact

ORGANISATIONAL CAPABILITY

Value Creation &

Delivery

Culture

New Rewards Matrix

Internal

External

Lack of vision and vision alignment

Too much focus on the

numbers

Not close enough to

the business

Lack of Focus

Lack of accountability

and discipline

Senior Management

as inappropriate

role models

No constancy of purpose

The “7 Deadly Sins of Management”

Drivers:

Leadership

Policy and Strategy

Capabilities: People

Partnerships and Resources Processes

Key Performance

Results and

Market Outcomes

Achieve Enhanced

Competitiveness

Information & Analysis

The Business Excellence Framework:

What Leaders Must Do

Continuous Fact-Based Improvement, Innovation & Learning

Create the

Vision

Build Organisational

Capability

Fundamental Concepts of Excellence