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Kuala Lumpur, March 27, 2012

Workshop

Strategic planning and sustainability

1



Strategic analysis

Strategy selection

Monitoring

Execution

Execution planning

External

scanning

Learning

The strategic planning cycle – How it is supposed to work



Sound strategies ought to be based on rigorous fact-based analysis and unbiased decision making

Process of strategic management

Strategic analysis Strategy selection Strategy implementation

External

analysis

Opportunities

Threats

Internal

analysis

Strengths

Weaknesses

Objectives

Strategy decision:

Choose a strategy

Converting strategy

into operational plans

People, resources,

structures, processes,

culture needed

Making people act in

line with strategy

Monitoring, learning,

correcting

Strategy

options

Evaluation Strategy



Going through the strategic planning cycle – How often?

• Daily: "normal" external events might require new

strategic responses, effecting the whole cycle

• Monthly: KPI reports etc.

• Annually: budgeting and investment planning and

strategic planning must be consistent and aligned

• Occasionally: for example when:

– Company in trouble

– Major external shocks

– New owners etc.



5

Winning strategies provide answers to five key questions

What do we

want?

Where do we

play?

How do we

win?

Have we got,

what it

takes?

Which

enablers do

we need?

Co

rpo

rate

Str

ate

gy

Bu

sin

ess

Str

ate

gy

Strategic key questions

Parenting

Advantage

Competitive

Advantage

Targets and

ambitions

Markets USPs Capabilities &

Resources

Structures

and systems

INHERENT POTENTIAL ABILITY TO ACHIEVE

POTENTIAL



Are we organized strategically = Aimed at long term sustainability?

Daily? Angles wide enough?

Analytical skills good and un-

biased enough?

All options found and considered

"fairly"?

Are planners capable of understanding execution

complications?

Right managers? If not, what is done about it?

Do KPIs measure the right things? And are

measurements correct?

What are the mechanisms for continuous learning? Are they

effective?



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7

C. SWOT analysis



8 MUC-81010-484-01-04-E.ppt

The SWOT analysis aims to provide a sound analytical basis for identification and selection of strategy options

SWOT analysis

Internal

analysis

External

analysis

STRENGTHS

Build on strengths and

intensify competitive

advantage

WEAKNESSES

Overcome weaknesses and

turn them into strengths

OPPORTUNITIES

Closely track environment

and take advantage of

upcoming events

THREATS

Early recognize threatening

situations/events/factors

and formulate action plan to

minimize risks



9 MUC-81010-484-01-04-E.ppt

The analysis of internal strengths and weaknesses looks at all resources and aspects of a company and its success factors

• Define current and future potential

• Evaluate the subjective assessment of the defined

potential and attempt to make it objective

– Comparing the potential with the industry

development or the development of the most

important competitors

– Weighing the corporate data against the business

standards

– Examining the analyzed strengths and weaknesses

with respect to the corporate / public goals

• Determine the success factors of the company /

institution

EXTERNAL ANALYSIS

3.

Market

Compe-titors

Customers/trends

Sales channel structures

1

INTERNAL ANALYSIS

Products/ranges

Sales/profit development

Core com-petencies

Organi-zation/framework

2

SWOT ANALYSIS

• Success factors

• Strengths/weaknesses

• Opportunities/threats

3



EXTERNAL ANALYSIS

3.

Market

Compe-titors

Customers/trends

Sales channel structures

1

INTERNAL ANALYSIS

Products/ranges

Sales/profit development

Core com-petencies

Organi-zation/framework

2

SWOT ANALYSIS

• Success factors

• Strengths/weaknesses

• Opportunities/threats

3

10 MUC-81010-484-01-04-E.ppt

The external analysis examines the environment of a company and determines opportunities and threats

• Monitor and examine trends and developments and

determine their relevance

– Political, economical

– Markets, consumers

– Competitors (incl. up/down value chain)

– Social, demographic, cultural

– Technical, technologies

– Legal, regulatory

– Shocks, events, disasters, weather etc.

• Analyze / assess their significance for the company

• Recognize future opportunities and threats as quickly

as possible and react to a changing environment by

– Realizing external signals in "real time"

– Collecting information continuously and analyzing it

immediately drawing the necessary conclusions

from it



The number of external factors driving long term business success are many

Rivalry among

competitors

Threat of new

entrants

Threats of

substitutions

Suppliers’

bargaining power

Customers’

bargaining power Business

Source: Porter, 1980

Greater strategic partnerships with suppliers to address S&E risks

Power of reputation as a business asset. Comparative advantage

Growing loyalty towards ‘responsible’ suppliers

Greater differentiation in S&E performance of product/services

Increased barriers to entry from growing societal and environmental standards

Socio-demographic environment

Ecological environment

Technological environment

Political and legal environment



Sales and marketing

Operations

Human resources

R&D and technology

Financial and accounting

Purchasing, suppliers

Coordination mechanisms

Social, demographic

Technological

Economic

Market, customers

Political/legal/regulatory

Industry and competition

Strengths Weaknesses Opportunities Threats Internal External

??

The SWOT matrix should group and categorize key internal strengths and weaknesses as well as external opportunities and threats

Links and interactions between internal and external factors will have to be further investigated in order to develop strategic options

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

• …

Source: Roland Berger



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13

E. Strategy planning and sustainability



… but, there is consensus that sustainability requires conciliation of environmental, social and economic demands

Society

Economy Environment

Bearable Equitable

Viable

Sustainable

Source: World Summit 2005, Roland Berger



But, sustainability must be linked to the corporate strategy

Any sustainability strategy that is

not closely linked to the core of

the organization – the business –

will fail


http://www.mauritius-images.com/webgate/detail/006380009228.html



Generally, sustainability initiatives support one of three strategic goals

16

GENERATING

BUSINESS

1

• With forward-thinking, business opportunities can be generated through activities that better

society and preserve our planet

• Social and environmental needs are emerging in B2B and B2C markets, demographic profiles

are changing, creating new customer segments

• Companies can profit through innovations to fulfill these new needs and values by actively

targeting these segments

ENHANCING

BUSINESS 2 • Companies that want to grow profitably need to develop and nurture a solid reputation and a

healthy internal culture around sustainability

• Reputation is becoming an increasingly important differentiation factor on both customer and

employment markets

• Creating a healthy internal culture is critical to attracting and retaining the right people to

provide continuous value creation and cost savings

MANAGING

RISK

3

• Many already address some ecological or social risks by establishing environmental

management or whistle blower protection

• Companies should integrate sustainability issues more actively into risk management to

indentify gaps and act to become less vulnerable




The product offering should be tailored to the segment needs

17

SUSTAINABILITY-NEEDS PROFILE PRODUCT DIFFERENTIATION


3 GENERATING BUSINESS

Sport Resource Efficient

Work-Life Balance

Protect Climate

Regional Products

Nutrition conscious

Human rights

Development Aid

National Pride

Helping Neighbors

Family

Social Engagement

Health

Education

Culture

Protect Nature

Independence

Science & Research

Ethical Standards

• Environmentally friendly

• Healthy – "Good for me"

• Sustainable corporate values

• "Green image"

• Helps a special cause (Product RED)

• Promotes fair trade



Different types of industry focus on different sustainability aspects

18

Examples for sustainability-segments (Illustrative)


SUSTAINABLE

PROCESSES 1

SUSTAINABLE

PRODUCTION 2

SUSTAINABLE

PRODUCT USE AND

RECYCLING

3

SUSTAINABLE

RESOURCE SOLUTIONS

AND SUPPLY CHAIN

4

SUSTAINABLE

PRODUCT INNOVATIONS 5

SUSTAINABLE

VALUE CHAIN 6

3 GENERATING BUSINESS



So what do we do?

19


1 LINK YOUR SUSTAINABILITY INITIATIVES TO THE CORPORATE STRATEGY

Actions to ensure the success of sustainability initiatives

2 CLEARLY ARTICULATE HOW SUSTAINABILITY HELPS TO MANAGE RISKS

3 DEFINE HOW SUSTAINABILITY REDUCES COSTS

(DIRECT AND INDIRECT)

4 DEVELOP INITIATIVES THAT FURTHER ENHANCE THE BUSINESS

5 CREATE A DIRECT LINK BETWEEN CUSTOMER EXPECTATIONS AND SUSTAINABILITY

Contact us

Anthonie Versluis Managing Partner Malaysia

Roland Berger Strategy Consultants Sdn Bhd (949134-W)

Level 39, Menara Standard Chartered

30 Jalan Sultan Ismail

50250 Kuala Lumpur

Tel: +603-22038600

Email: [email protected]

Mobile: +6019-6290073

www.rolandberger.com

Bt27 mar2012a versluis

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