Strategic Planning and · On vision and goals… BHAG: A Big, Hairy, Audacious Goal

Strategic Planning

Implementation

Strategy

Defined

“A set of related actions that managers take to

increase their company’s performance.” (Hill, et al,

Strategy

Defined

“…the collection of intentional decisions a

company makes to give itself the best chance to

thrive and differentiate from competitors.” (Lencioni,

Strategic Leadership

Strategic Formulation

Strategic Implementation

Strategy

Primary Elements

Leadership

Formulation

Implementation

Identify & study competition AND environment

Build your teams

Write your playbook

Establish a game plan

Play the game

Measure progress

Make adjustments

Strategy

Defined5

Provides direction

Establishes focus

Creates alignment

Defines top priorities

Reduces silos

Identifies responsibilities

Improves accountability

Strategy

Importance6

“If everything is important, nothing is.”

Strategy

Importance7

On strategy…

“It’s fun because companies that make best practices a priority are thriving, thirsting, learning organizations.

They believe that everyone should always be searching for a better way.

These kinds of companies are filled with energy and curiosity and a spirit of can-do.”

Typically five (5) years

Action plans (annual)

Revisit annually

(Japan: 25 years)

Strategy

Time Frame9

The ProcessContinual Improvement

The Model11

Planning

Development

Execution

Planning

The power of teams

Strong, cohesive teams must be developed

Invest

Leadership

Team design

Team building

Team dynamics

Learning

Environmental

Scan15

Strategy

Development

Legal /

Regulatory

Forces

Technology

Forces

Customer /

Stakeholder

Forces

Economic

Forces

Political

ForcesInternal

Forces

(Culture)

Forces

Force Field Analysis16

Environmental

Scan17

Environmental

Scan18

Strengths – Weaknesses – Opportunities –

Threats (SWOT )19

SWOT21

Stakeholders

Suppliers

Community Groups

CustomersMedia

Government

Owners /

Stockholders

Employees

Environmental /

Special Interest

Groups

Strategic Plan Development

Strategy Sessions

Meeting(s)

Participation

Training

Mission, Vision, Values

Mission, Vision, Values (MVV)

Critical questions…

1) Why do we exist?

2) How do we behave?

3) What do we do?

4) How will we succeed?

5) What is most important right now?

6) Who must do what?

Mission

Start the creation of alignment

Why do we exist?

Short, simple, easy to remember statement (something Grandma could understand)

NOT a differentiator

DANGER! Avoid perfection!

Communicate

Revisit at nearly every meeting

Post everywhere

Questions:

Have one?

Know it?

On vision and goals…

BHAG: A Big, Hairy, Audacious Goal

“A BHAG engages people—it reaches out and grabs

them in the gut. It is tangible, energizing, highly

focused. People “get it” right away; it takes little or

no explanation.”

Vision

Where do you want to be in the near future?

Grand, aspirational, inspirational

DANGER! Wordy, intellectual, slogan-type

statements create confusion.

Communicate

Revisit at nearly every meeting

Post everywhere

Questions:

Have one?

Know it?

Values

How do we behave?

High expectations

Must already exist; not aspiration

The organization’s personality

Guides the organization (everything)

Not too many

Questions:

INPUTSSupplier / Contractor

Focus Groups /

Stakeholders

Customer/Stakeholder

Surveys / Concerns

Employee Surveys

Performance Results

Primary

Risk Analyses

Strategy Sessions

Weaknesses

Opportunities

Threats

Strengths - Leverage

Affinitize prior to session(s)

+/- 20 Concerns

Grading

Importance

Urgency

Invest in New

Technology

Exceed Customer

Expectations

Plant A Upgrade

Marketing

Improvement

Strategy Hierarchy37

Strategic Areas (Example)

The Written

The Dynamic

Implement

Strategic Plan Implementation

Maintain strict focus & alignment

Identify roles, responsibilities & authorities

Timelines

Accountability

Where?

Communication Plan

What are your experiences?

Communications Plan

You cannot over-communicate the strategic plan

Seven messages lead to belief

Variety of ways

From different people

Consistent message

Written plan

Postings everywhere

Wallet cards

Communications Plan

Link every meeting to the strategic plan (standard

agenda item)

Link personal & departmental goals to strategy

Understanding is emotional

Leadership must love it AND live it

The responsibility of communication AND

understanding is on the leader

Communications Plan

Mid-management

Front line

Who is most effective in translating the strategy in

an organization?

Training Plan

Change

Stats:

20% look forward to it

15% oppose

65% are on a continuum

Who likes change?

Change Management Plan

Focus on:

Customer expectations

Quality

Process improvements

Link to:

Communications Plan

Training plans

Stakeholder Management Plan

Change Management Plan

Locate/support ‘change agents’

Target:

Front-line supervisors

Middle management

Reward / recognize:

Immediately

Frequently

Stakeholder Management Plan

Previously identified

Purpose: Get & keep buy-in

Develop messages

Who, what, when, where & how?

Link to Communications Plan

Follow-up

Survey / assess

rketing

istics

Departments

64 Departmental / Customer Requirements

Leadership

Strategy #1

Strategy #2

Strategy #3

Strategy #4H

n Reso

rketing

istics

DepartmentsCorporate

Objectives

Customer

Requirements

Focus on performance

Link performance evaluations to:

Strategic goals

Action plans

Values

Targets (Metrics / KPIs)

Apply at all levels

360 degree evaluations

Evaluate team performance

Focus on results

How do you measure success?

Strategic Plan execution

Metrics

“What gets measured gets managed, and what gets

managed gets done!”

Link rewards & recognition to results

Adjust

Make adjustments

Equip staff; train; build competencies

Institutionalize; standardize

Establish systematic processes

The Model75

www.CompetitiveEdgePerformance.net

Contact Information:

Rick BickerstaffRick@CompetitiveEdgePerformance.net

843.297.2596

I hope you enjoyed our presentation!76

Strategic Planning and · On vision and goals… BHAG: A Big, Hairy, Audacious Goal

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