Some Concepts to Help the Development of a Strategic Planning April 2008 Mário Luís Tavares Ferreira
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
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
Financial resources
Know-how
Technical support
Internal processes
Channels network
External Environment
Opportunities Threats
Water & Energy crises
Environment awareness
Productivity improvement
Competitors market share
Euro X Dollar
Technology development
TOWS matrix
Strengths Weaknesses
Opportunitie
s
S-O strategies W-O strategies
Threats S-T strategies W-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
Total sales
Company’s sales
Product lines
Product config
Product items
Sector sales
ProductLevel
Territory
Region
Country
Client
WorldGeographicalLevel
Shortterm
Mediumterm
Longterm
Timing Level
Ninety ways to measure demand (6 x 5 x 3)
Porter 5 Forces
Value Chain
Identification
of client’s
necessities
Satisfaction of
Client’s
necessities
Innovation
Process
Operation
ProcessPost Sales
Process
Market
identification
products /
services
definition
products /
services
creation
Delivery
products
and
services
Services
to the
clients
Life cycle
Product
development
maturity
Sales & profit
Invest & expenses
Sales
Profit
growth
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
>Establish priorities
>Involve mid-level management as active
participants
>Think it through - decide how to manage
implementation
>Charge mid-level management with
aligning lower-level plans
>Make careful choices about the contents
of the plan and form it will take
>No accountability for deployment
>Too many goals, strategies, or objectives - no
apparent priority
>Plan in a vacuum-functional focus
>No overall strategy to implement
>Make no attempt to link with day-to-day
operations
>Not being thorough-glossing over the details
Keys of Success - Facts of Failure
Deployment - Communicating
Success Failure
Assign roles and responsibilities
Communicate the plan constantly
and consistently
Recognize the change process
Help people through the change
process
No accountability
Never talk about the plan
Ignore the emotional impact of change
Focus only on task accomplishment
Keys of Success - Facts of Failure
Implementing - I
Success Failure
Assign roles and responsibilities
Involve senior leaders
Define an infrastructure
Link goal groups
Phase integration of implementation
actions with workload
Involve everyone within the
organization
No accountability
Disengagement from process
Unmanaged activity
Fragmented accomplishment of
objectives leads to sub-optimization
Force people to choose between
implementation and daily work; too many
teams
No alignment of strategies
Keys of Success - Facts of Failure
Implementing - II
Success Failure
Allocate resources for implementation
Manage the change process
Evaluate results
Share lessons learned; acknowledge
successes through open and
frequent communication
Focus only on short term need for
resources
Ignore or avoid change
No measurement system
Hide mistakes/lay blame;
limited/no communication
Keys of Success - Facts of Failure
Strategic Measurement - I
Success Failure
Assign roles and responsibilities
Use measurement to understand
the organization
Use measurement to provide a
consistent viewpoint from which to
gauge performance
Use measurement to provide an
integrated, focused view of the
future
No accountability
Sub-optimization: focus only on
efficiencies
Use measures that provide no real
information on performance; use
too many measures
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)
Update the measurement system
Use measurement to provide
quality feedback to the strategic
management process
Use measurement to control
Never review measures
Fail to use measurement to make
strategic, fact-based decisions; use
only for control
Keys of Success - Facts of Failure
Evaluation
Success FailureAssign roles and responsibilities
Recognize when to update the plan
Modify strategic planning process to
accommodate the more mature organization
Incorporate new leaders into the strategic
planning process
Integrate measurement with strategic planning
Use experienced strategic planning facilitators
No accountability
Poor timing and not recognizing external
forces
Rigid application of strategic planning
process; ignore lessons learned from
previous efforts
Ignore impact of new leaders
Don't use measurement information
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 Vision: 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 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
Related Documents
