View
219
Download
0
Category
Preview:
Citation preview
2Matt H. Evans, matt@exinfm.com
Strategic Planning ModelStrategic Planning ModelA B C D EA B C D E
• Environmental Scan
Assessment
• Background Information
• Situational Analysis
• SWOT – Strength’s, Weaknesses, Opportunities, Threats
• Situation – Past, Present and Future
• Significant Issues
• Align / Fit with Capabilities
• Mission & Vision
• Values / Guiding Principles
• Major Goals
• Specific Objectives
• Performance Measurement
• Targets / Standards of Performance
• Initiatives and Projects
Baseline Components
• Performance Management
• Review Progress – Balanced Scorecard
• Take Corrective Actions
Down to Specifics
Evaluate
Where we are Where we want to be How we will do it How are we doing
• Gaps • Action Plans • Feedback upstream – revise plans
5Matt H. Evans, matt@exinfm.com
Business Environment in 21Business Environment in 21stst Century Century
• Technological Innovation– Information highway– The Internet– Microprocessors– Automated factories– On-line marketing (Netscape Navigator,
Amazon.com)• Globalization
– Merger, Acquisition, mega company
6Matt H. Evans, matt@exinfm.com
Cont.Cont.
• Deregulation– AFTA, ACFTA, ANZAFTA, AEC– CBTA, FDI, SEZ
• Changing Political Systems– Centrally-planned economy and
protectionism – gone– Capitalism, Market-oriented economy and
integration into regional and global value chains
7Matt H. Evans, matt@exinfm.com
Cont.Cont.
• Demographics and the New Global Workforce– Free movement of knowledge worker
(AEC)– MOU on cross-border migrant worker
8Matt H. Evans, matt@exinfm.com
Assessment Model:Assessment Model:S W O TS W O T
Assessment
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
External Assessment: Marketplace, competitor’s, social trends, technology, regulatory environment, economic cycles .
Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .
• Easy to Understand• Apply at any
organizational level
• Needs to be Analytical and Specific
• Be honest about your weaknesses
Good Points Possible Pitfalls
SWOT SWOT
9Matt H. Evans, matt@exinfm.com
Strength’sStrength’s Assessment
• Strength’s – Those things that you do well, theStrength’s – Those things that you do well, the high value or performance pointshigh value or performance points• Strengths can be tangible: Loyal customers,Strengths can be tangible: Loyal customers, efficient distribution channels, very high qualityefficient distribution channels, very high quality products, excellent financial conditionproducts, excellent financial condition• Strengths can be intangible: Good leadership,Strengths can be intangible: Good leadership, strategic insights, customer intelligence, solidstrategic insights, customer intelligence, solid reputation, high skilled workforcereputation, high skilled workforce• Often considered “Core Competencies” – Best Often considered “Core Competencies” – Best leverage points for growth without draining your leverage points for growth without draining your resources resources
10Matt H. Evans, matt@exinfm.com
WeaknessesWeaknesses Assessment
• Weaknesses – Those things that prevent you fromWeaknesses – Those things that prevent you from doing what you really need to dodoing what you really need to do• Since weaknesses are internal, they are withinSince weaknesses are internal, they are within your controlyour control• Weaknesses include: Bad leadership, unskilledWeaknesses include: Bad leadership, unskilled workforce, insufficient resources, poor productworkforce, insufficient resources, poor product quality, slow distribution and delivery channels,quality, slow distribution and delivery channels, outdated technologies, lack of planning, . . .outdated technologies, lack of planning, . . .
11Matt H. Evans, matt@exinfm.com
OpportunitiesOpportunities Assessment
• Opportunities – Potential areas for growth andOpportunities – Potential areas for growth and higher performancehigher performance• External in nature – marketplace, unhappy External in nature – marketplace, unhappy customers with competitor’s, better economiccustomers with competitor’s, better economic conditions, more open trading policies, . . conditions, more open trading policies, . . • Internal opportunities should be classified asInternal opportunities should be classified as Strength’s Strength’s • Timing may be important for capitalizing onTiming may be important for capitalizing on opportunitiesopportunities
12Matt H. Evans, matt@exinfm.com
ThreatsThreats Assessment
• Threats – Challenges confronting the organization,Threats – Challenges confronting the organization, external in natureexternal in nature• Threats can take a wide range – bad pressThreats can take a wide range – bad press coverage, shifts in consumer behavior, substitutecoverage, shifts in consumer behavior, substitute products, new regulations, . . . products, new regulations, . . . • May be useful to classify or assign probabilities toMay be useful to classify or assign probabilities to threatsthreats• The more accurate you are in identifying threats, The more accurate you are in identifying threats, the better position you are for dealing with thethe better position you are for dealing with the “ “sudden ripples” of change sudden ripples” of change
13Matt H. Evans, matt@exinfm.com
SWOT GridSWOT Grid Lao SMELao SME
Strengths Weakness
Famous Lao handicrafts
Good sources of raw materials (wood, land)
Traditional production cluster (silver smith, gold smith, weaving villages)
Low-skilled / Untrained workforce
Lack capital
Limited production ability
Gov. lack fund for new initiatives/ development
Opportunities Treats
Lao Connection abroad
FTAs
LDC Preferential Status
Thai investors’ interest - IKEA
Influx of foreign goods/ substitute products
Influx of foreign workers and SMEs
Young prefer to go abroad
14Matt H. Evans, matt@exinfm.com
USE SWOT to form StrategiesUSE SWOT to form Strategies
Opportunities Threats
ST
++ InvestClear matches of strengths and opportunities lead to comparative advantage
Famous Lao Handicraft + Lao Connection abroad
+- DefendAreas of threat matched by areas of strength indicate a need to mobilize resources either alone or with others.
Wn
-+DECIDE - +Areas of opportunity matched by areas of weakness require a judgement call: invest or divest; collaborate.
--DAMAGE CONTROL - -Areas of threat matched by areas of weakness indicate need for damage control or divest.
17Matt H. Evans, matt@exinfm.com
Why create a baseline?Why create a baseline? Baseline
• Puts everything about the organization into aPuts everything about the organization into a single context for comparability and planningsingle context for comparability and planning• Descriptive about the company as well as theDescriptive about the company as well as the overall environmentoverall environment• Include information about relationships –Include information about relationships – customers, suppliers, partners, . . . customers, suppliers, partners, . . . • Preferred format is the Organizational ProfilePreferred format is the Organizational Profile
18Matt H. Evans, matt@exinfm.com
Organizational ProfileOrganizational Profile1. Operating Environment1. Operating Environment
Baseline
• Products and Services – Suppliers, DeliveryProducts and Services – Suppliers, Delivery Channels, Contracts, Arrangements, . . . Channels, Contracts, Arrangements, . . . • Organizational Culture – Barriers, Leadership,Organizational Culture – Barriers, Leadership, Communication, Cohesiveness . . . . Communication, Cohesiveness . . . . • Workforce Productivity – Skill levels, diversity,Workforce Productivity – Skill levels, diversity, contractor’s, aging workforce, . . .contractor’s, aging workforce, . . .• Infrastructure – Systems, technology, facilities, . . Infrastructure – Systems, technology, facilities, . . • Regulatory – Product / Service Regulation, ISORegulatory – Product / Service Regulation, ISO Quality Standards, Safety, Environmental, . . .Quality Standards, Safety, Environmental, . . .
19Matt H. Evans, matt@exinfm.com
Organizational ProfileOrganizational Profile2. Business Relationships2. Business Relationships
Baseline
• Organizational Structure – Business Units,Organizational Structure – Business Units, Functions, Board, Management Layers, . . . Functions, Board, Management Layers, . . . • Customer Relationships – Requirements,Customer Relationships – Requirements, Satisfaction, Loyalty, Expectations, . . . Satisfaction, Loyalty, Expectations, . . . • Value Chain – Relationship between everyone inValue Chain – Relationship between everyone in the value chain . . . . the value chain . . . . • Partner Relationships – Alliances, long-termPartner Relationships – Alliances, long-term suppliers, customer partnerships, . . . suppliers, customer partnerships, . . .
20Matt H. Evans, matt@exinfm.com
Organizational ProfileOrganizational Profile3. Key Performance Categories3. Key Performance Categories
Baseline
• Customer Customer • Products and ServicesProducts and Services• FinancialFinancial• Human CapitalHuman Capital• OperationalOperational• External (Regulatory Compliance, SocialExternal (Regulatory Compliance, Social Responsibility, . . . )Responsibility, . . . )
21Matt H. Evans, matt@exinfm.com
Gap AnalysisGap Analysis Baseline
Baseline / Org ProfileChallenges / SWOT
Benchmark
Gap = Basis for Long-Term Strategic Plan
Gap = Basis for Long-Term Strategic Plan
22Matt H. Evans, matt@exinfm.com
Strategic thinking
ENVIRONMENT Key success factors
WHERE ARE WE NOW?
• Position • Relative
success VALUE
‘The Process’ RESOURCES Skills and capabilities
WHERE DO WE WANT TO REACH?
By when?
Plans and actions to
reach targets
Recommended