Strategic Planning Concepts

Some Concepts to Help the Development of a Strategic Planning April 2008 Mário Luís Tavares Ferreira

Strategic Planning Goals / Objectives

SWOT Analysis

Strategy

Implementation

Measurement and Evaluation

SWOT Internal Environment Strengths Weaknesses World class product Technical support Financial resources Internal processes Know-how Channels network External Environment Opportunities Threats Water & Energy crises Competitors market share Environment awareness Euro X Dollar Productivity improvement Technology development

TOWS matrix Strengths

Weaknesses

Opportunitie S-O strategies s

W-O strategies

Threats

W-T strategies

S-T strategies

S-O strategies pursue opportunities that are a good fit to the companies strengths. W-O strategies overcome weaknesses to pursue opportunities. S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats. W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats.

PEST analysis A

scan of the external macro-environment in which the company wants to operate (or operates) and can be expressed in terms of the following factors:    

Political Economic Social Technological

Ninety ways to measure demand (6 x 5 x 3) Geographical Level

World Region Country Territory Client Total sales

Sector sales

Product Level

Company’s sales Product lines Product config Product items Short term

Medium term

Timing Level

Long term

Porter 5 Forces

Value Chain Innovation Process

Operation Process

Post Sales Process

Identification of client’s necessities

Market products / Delivery identification products products / services and services creation services definition

Satisfaction of Client’s necessities

Services to the clients

Life cycle Sales

Sales & profit

Profit Invest & expenses

i Product n development

tro

du

growth

ct

io

n

maturity

de

cli n

e

Boston matrix – Product life cycle

Directional policy matrix or GE-McKinsey matrix

The diameter of each pie is proportional to the Volume or Revenue accruing to each Segment, and the solid slice of each ‘pie’ represents the share of the market enjoyed by the Company.

S curve

Management

 Management,

control and evaluation

Keys of Success - Facts of Failure Deployment - Plan Completing Success Failure >Assign roles and responsibilities

>No accountability for deployment

>Establish priorities

>Too many goals, strategies, or objectives - no apparent priority

>Involve mid-level management as active participants

>Plan in a vacuum-functional focus

>Think it through - decide how to manage implementation

>No overall strategy to implement

>Charge mid-level management with aligning lower-level plans

>Make no attempt to link with day-to-day operations

>Make careful choices about the contents of the plan and form it will take

>Not being thorough-glossing over the details

Keys of Success - Facts of Failure Deployment - Communicating Success

Failure

Assign roles and responsibilities

No accountability

Communicate the plan constantly and consistently

Never talk about the plan

Recognize the change process

Ignore the emotional impact of change

Help people through the change process

Focus only on task accomplishment

Keys of Success - Facts of Failure Implementing - I Success

Failure

Assign roles and responsibilities

No accountability

Involve senior leaders

Disengagement from process

Define an infrastructure

Unmanaged activity

Link goal groups

Fragmented accomplishment of objectives leads to sub-optimization

Phase integration of implementation actions with workload

Force people to choose between implementation and daily work; too many teams

Involve everyone within the organization

No alignment of strategies

Keys of Success - Facts of Failure Implementing - II Success

Failure

Allocate resources for implementation

Focus only on short term need for resources

Manage the change process

Ignore or avoid change

Evaluate results

No measurement system

Share lessons learned; acknowledge successes through open and frequent communication

Hide mistakes/lay blame; limited/no communication

Keys of Success - Facts of Failure Strategic Measurement - I Success Failure Assign roles and responsibilities

No accountability

Use measurement to understand the organization

Sub-optimization: focus only on efficiencies

Use measurement to provide a consistent viewpoint from which to gauge performance

Use measures that provide no real information on performance; use too many measures

Use measurement to provide an integrated, focused view of the future

Use measurement to focus on the bottom-line only

Keys of Success - Facts of Failure Strategic Measurement - II Success

Failure

Use measurement to communicate policy (new strategic direction)

Use measurement to control

Update the measurement system

Never review measures

Use measurement to provide quality feedback to the strategic management process

Fail to use measurement to make strategic, fact-based decisions; use only for control

Keys of Success - Facts of Failure Evaluation Success

Failure

Assign roles and responsibilities

No accountability

Recognize when to update the plan

Poor timing and not recognizing external forces

Modify strategic planning process to accommodate the more mature organization

Rigid application of strategic planning process; ignore lessons learned from previous efforts

Incorporate new leaders into the strategic planning process

Ignore impact of new leaders

Integrate measurement with strategic planning

Don't use measurement information

Use experienced strategic planning facilitators

Shortcut the process

Measurement and evaluation – BSC

Measurement and evaluation – BSC

Measurement and evaluation – BSC

Measurement and evaluation BSC

Five disciplines – Peter Senge 

Personal Mastery: 





Aspiration involves formulating a coherent picture of the results people most desire to gain as individuals, alongside a realistic assessment of the current state of their lives today. Learning to cultivate the tension between vision and reality can expand people's capacity to make better choices, and to achieve more of the results that they have chosen.

Mental Models: 



Reflection and inquiry skills is focused around developing awareness of the attitudes and perceptions that influence thought and interaction. By continually reflecting upon, talking about, and reconsidering these internal pictures of the world, people can gain more capability in governing their actions and decisions.

Five disciplines – Peter Senge  Shared  

Establishes a focus on mutual purpose. People learn to nourish a sense of commitment in a group or organization by developing shared images of the future they seek to create, and the principles and guiding practices by which they hope to get there.

 Team  

Vision:

Learning:

Group interaction. Through techniques like dialogue and skillful discussion, teams transform their collective thinking, learning to mobilize their energies and actions to achieve common goals, and drawing forth an intelligence and ability greater than the sum of individual members' talents.

Five disciplines – Peter Senge 

Systems Thinking: 





People learn to better understand interdependency and change, and thereby to deal more effectively with the forces that shape the consequences of our actions. Systems thinking is based upon a growing body of theory about the behavior of feedback and complexity - the innate tendencies of a system that lead to growth or stability over time. To help people see how to change systems more effectively and how to act more in tune with the larger processes of the natural and economic world.

Project management processes

Project management – a process

Project management – process chain

Project management – risk analysis