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Helping businesses and their leaders improve performance All rights reserved
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Welcome to Vital Strategies, LLC Management Consul6ng
I hope you find this complimentary presenta4on of our facilitated strategy development process informa4onal and helpful. A thorough planning process can be the difference between good performance and truly great performance. Remember, it is the planning and not necessarily the plan that makes the difference. Please call or email us today to discuss how we can help you and your business achieve extraordinary results in 2015. 817-‐851-‐3264 [email protected] All the best,
Baron Juergen (Baron) Lukas Colonel, U.S. Marine Corps (Re4red) President
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Outline • What is Strategy? • A Word about the Process • The Vital Strategies’s Strategic Framework for Planning and Business
Management • The Process
I. Defining your Strategic Iden>ty and Goals II. Current State Analysis and Intelligence Gathering III. Develop Priori>es and Strategies IV. Tac>cal Plan Development
—turning strategy into ac>on V. Communica>on and Execu>on VI. Assessment, Accountability, &
Con>nuous Planning
• Implementa>on & Results • Comments & Ques>ons
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What is Strategy?
• At its most basic, strategy is a maVer of figuring out what we need to achieve, determining the best way to use the resources at our disposal to achieve it, and then execu4ng the plan, while con4nuously monitoring our progress, valida4ng our assump4ons, and adjus4ng the plan to best achieve our desired end-‐state.
• What it is not! – The annual budget – The Vision, Mission, or Values Statements – Planning or goal seNng without regard
to the current situa>on, assump>ons, or resources
• Remember, a vision without resources is just a hallucina9on…
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A Word about the Process
“No ba<le plan survives contact with the enemy” Helmuth von Moltke the Elder
“In preparing for ba<le, I have always found that plans are useless, but planning is indispensable.”
Dwight D. Eisenhower
• The plan is important and we will start by execu>ng the plan • …but, the planning is cri4cal to give us the background informa>on, insight, & readily available op>ons to drive our opera>onal and tac>cal ac>ons to a desired end-‐state when the situa>on changes in execu>on • Branch Planning = when the situa>on changes (i.e., our assump>ons prove wrong), we plan an alternate course of ac>on to reach our objec>ves • Sequel Planning = when our plan meets with swi[ success and we have the ability to exploit the opportuni>es for extraordinary results, we must plan a sequel to our original strategy and tac>cal ac>ons
• Communica6on – you simply can’t over communicate…ensure thorough dissemina>on and complete understanding to ‘get buy-‐in’ at all levels …and then communicate again and again…
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Strategic Framework for Planning & Business Management
GOAL “To be the Best”
in order to maximize profitability , now and in the future
Necessary Conditions
• Ensure market sa>sfac>on now and in the future • Provide a sa>sfying and secure work environment
Strategic Requirements
• Develop a decisive compe>>ve edge • Market segmenta>on and customer diversifica>on
Strategic Enablers
• HR • Opera>ons and Manufacturing • Procurement and Inventory Control • IT/ERP • Safety & Quality • Ethics
Business Pillars (what we can affect & measure)
• Investments (Inventory & CAPEX) • Opera>ng Expenses • Throughput –Rate of Completed Sales
• Business development, Sales, & Collec>ons
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Our Process
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I. Defining your Strategic Iden6ty and Goals (Who/what you are as an organiza6on and where you want to go)
• Determine who are you as an organiza>on and why you exist – Industry, Markets, & Core Business – Customer Base – Organiza>on & Opera>ons – Validate alignment with goal and necessary condi>ons from Vital
Strategies’s Strategic Framework for Planning and Business Management
• Validate or develop Vision, Mission, & Values of the organiza>on • Develop desired future reality
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II. Current State Analysis and Intelligence Gathering (Evalua6on of performance, market condi6ons, opportuni6es, risks, &
assump6ons)
• Performance Review and Analysis – Financials (Balance Sheet and P&L evalua>on) – By customer and customer segment – By market, products, services, & lines of business – Evaluate organiza>on, opera>ons, personnel, IT, training, safety, quality – Validate alignment with Strategic Requirements, Strategic Enablers, & Business Pillars
from Strategic Framework
• 360 degree Evalua>on: Collect and analyze stakeholder input from Board, execu>ve team, employees, customers, vendors, etc.
• SWOT Analysis • GAP Assessment: Where are we now, compared to where we want to be • Iden>fy and validate organiza>onal, industry, market, and economic facts,
assump>ons, and required informa>on – Iden>fy assump>ons required to con>nue planning toward desired future reality
• Frame the Problem: iden>fy challenges, concerns, constraints, and cri>cal resource and informa>on shorgalls
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III. Develop Priori6es and Strategies
(Long-‐term objec6ves and strategic view of how we are going to get there)
• Planning guidance from CEO, President, and/or Board • Course of Ac>on Development
– Explore and refine strategic op>ons to achieve long-‐term objec>ves – Iden>fy and validate resource (financial, personnel, >me, alliances, etc.)
requirements, availability, and ROI expecta>ons – Re-‐test facts and assump>ons; iden>fy & mi>gate informa>on shorgalls – Iden>fy and refine metrics & KPIs – Develop alternate courses of ac>on as required
• Course of Ac>on Analysis and Selec>on – Validate organiza>onal vision, mission, and values – Validate alignment of priori>es and strategies with Strategic Framework
• CEO/President’s “Commander’s Intent” statement development
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IV. Tac6cal Plan Development —turning strategy into ac6on (Short-‐term Goals and Ac6ons)
• Cascade long-‐term objec>ves to short-‐term goals – SMART: specific, measurable, alainable, responsible person/owner, &
>meline – Develop appropriate metrics and KPIs
• Develop suppor>ng plans and ac>on items to alain short-‐term goals – Allocate and validate resources; in concert with financial planning
• Re-‐test/validate assump>ons
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V. Communica6on and Execu6on
• Develop communica>on plan and materials for all stakeholders
• Communicate the plan
• Execute and supervise
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VI. Assessment, Accountability, & Con6nuous Planning
• 30, 60, 90-‐day assessment of progress – Review metrics and KPIs; incorporate stakeholder surveys – Test/validate assump>ons – Amend plans accordingly, looking for branch and/or sequel planning – Test progress and stakeholder input against Strategic Framework
• Update communica>on and “Commander’s Intent” to clarify any required changes
• Con>nue strategic planning and management cycle
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Comments & Ques6ons
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CALL OR EMAIL US TODAY
• Call or email us today to discuss how we can facilitate strategies vital for your success. – 817.851.3264 – [email protected]
