Implementation

Creating and Presenting Strategic Plans

Part 2

Creating and Presenting Strategic Plans

Major Break: Strategic Discontinuity

1. Urgency

Major Strategic Change: 8 Steps for Success

2. The guiding coalition

3. Develop vision & strategy4. Communicating the vision

5. Empowering all

6. Short term wins

7. Consolidate and drive

8. Institutionalise change in culture

John Kotter, Harvard Business School.

• Discuss crises and opportunities

1. Urgency

• Examine market and competition

• Getting them to work together

2. The Guiding Coalition

• Group with enough power

• Strategies to achieve vision

3.Vision and Strategy

• Vision to direct change effort

Corporate visionsv

vvvvv Personal visions

vvv Divisional visions

vvvv Departmental visions

Vision: Shared at all Levels

• Role modelling behaviour by coalition

• Use all vehicles

4.Communicating

Group with enough power

Getting them to work together

• Get rid of blockers

• Change undermining systems

• Encourage risk, non traditional ideas and actions

5. Empowering

• Visible performance improvements

• Visibly recognising and rewarding

• Creating wins

6. Short-Term Wins

Time (1 Year)

Relative Product Quality

High

Low

Project 2: Promotion material

Project 3: Telephone answering

Project 1: Product

quality drive

Project 5: After sales

serviceProject 4: Promotion campaign

6.Short-Term Wins

Relative Product

Quality le

vel

Group with enough power

Getting them to work together

• Reinvigorate – new projects

• Use gained credibility to change impediments

• No victory declaration too soon

• Hire and promote doers

7.Consolidating and Building

• Customer and productivity orientated behaviour

8. Institutionalising Change

• Praising new behaviour and success

• Succession

1. Urgency

Major Strategic Change: 8 Steps for Success

2. The guiding coalition

3. Develop vision & strategy4. Communicating the vision

5. Empowering all

6. Short term wins

7. Consolidate and drive

8. Institutionalise change in culture

75-80% Leadership

20-25% Management

Not the other way around

The Winning Process

Group with enough power

Getting them to work together

Duck, J., Lessons from my Three Decades with the Change Monster, Perspectives, The Boston Consulting Group, 2008.

• Be bold. • Be utterly obvious. • Be careful what you promise. • Make commitments stick. • Forget happy and create attitudes to winning.• Take culture seriously and work on it explicitly. • Be responsible and stay responsible - don’t delegate.• Stay connected - ambassadorial core.• Provide interpretation - prevent speculative vacuums. • Celebrate the accomplishments along the way.

Leading Strategic Change

Group with enough power

Getting them to work together

Ducasse, P. and Lutz, T., Assuming leadership: The First 100 days, Perspectives, The Boston Consulting Group, 2003

1. Assess the leadership team: changes within first 30 days. 2. Communicate the vision.3. Meet ten salespeople ‘What the company should do?’4. Meet ten major customers.5. Pay attention to personal habits.6. In turnaround stop all discretionary spending until priorities determined. 7. Learn how the business creates profitability through:

• leverage points and• simple reporting metrics.

8. Act on the balance sheet problems.9. Detect hidden threats and opportunities and apply Band-Aids.10. Board expectations: follow a master communications plan

Experiences of Leading Strategic Change

Group with enough power

Getting them to work togetherThe End