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

© 2017 Competitive Edge Performance Solutions, LLCRick Bickerstaff

Strategic Planning

and

Implementation

ASQ

© 2017 Competitive Edge Performance Solutions, LLC

Strategy

Defined

“A set of related actions that managers take to

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

2011)

2


Strategy

Defined

“…the collection of intentional decisions a

company makes to give itself the best chance to

thrive and differentiate from competitors.” (Lencioni,

2012)

3


Strategic Leadership

Strategic Formulation

Strategic Implementation

Strategy

Primary Elements

Leadership

Formulation

Implementation

4


Identify & study competition AND environment

Build your teams

Write your playbook

Establish a game plan

Play the game

Measure progress

Make adjustments

Win!

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.”

8


Typically five (5) years

Action plans (annual)

Revisit annually

(Japan: 25 years)

Strategy

Time Frame9


The ProcessContinual Improvement

PDCA

Plan

Do

Check

Act

10


The Model11

Planning

Development

Execution


Planning

PDCA

Plan

Do

Check

Act

12


The power of teams

Strong, cohesive teams must be developed

Invest

Leadership

Team design

Team building

Team dynamics

13


Learning

14


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


20


SWOT21

Stakeholders

Suppliers

Community Groups

CustomersMedia

Government

Owners /

Stockholders

Employees

Board

Environmental /

Special Interest

Groups

22


Strategic Plan Development

23


Strategy Sessions

Meeting(s)

Participation

Training

Mission, Vision, Values

24


Mission, Vision, Values (MVV)

25


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?

26


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

27

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.”

28


Vision

Where do you want to be in the near future?

BHAG

Grand, aspirational, inspirational

DANGER! Wordy, intellectual, slogan-type

statements create confusion.

Communicate

Revisit at nearly every meeting

Post everywhere

29

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

30

Questions:

Have?

Know?



31

INPUTSSupplier / Contractor

Focus Groups /

Stakeholders

Customer/Stakeholder

Surveys / Concerns

Employee Surveys

Performance Results

Primary

Risk Analyses

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCOrS3NDMq8gCFQfLgAod9uEA7g&url=http://www.fauske.com/chemical-industrial/risk-management-services&bvm=bv.104317490,d.eXY&psig=AFQjCNHPcEmjUDjhLdo8LEB2Fl2913XHFA&ust=1444143659574586

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRxqFQoTCOrS3NDMq8gCFQfLgAod9uEA7g&url=http://www.fauske.com/chemical-industrial/risk-management-services&bvm=bv.104317490,d.eXY&psig=AFQjCNHPcEmjUDjhLdo8LEB2Fl2913XHFA&ust=1444143659574586


Strategy Sessions

Focus

Weaknesses

Opportunities

Threats

Strengths - Leverage

SWOT

Affinitize prior to session(s)

+/- 20 Concerns

33


Grading

Score

Importance

Urgency

Plot

34

Invest in New

Technology

Exceed Customer

Expectations

Plant A Upgrade

Marketing

Improvement



36

Strategy Hierarchy37


Strategic Areas (Example)

38



39

The Written

Plan

The Dynamic

Plan



40



41



PDCA

Plan

Do

Check

Act

42

Implement


Strategic Plan Implementation

43


44


Maintain strict focus & alignment

Identify roles, responsibilities & authorities

Timelines

Accountability


45



Who?

What?

When?

Where?

How?

46



47



48



49



50


Communication Plan

What are your experiences?

51


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

52


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

53


Communications Plan

Mid-management

Front line

54

Who is most effective in translating the strategy in

an organization?


Training Plan

55


Change

Stats:

20% look forward to it

15% oppose

65% are on a continuum

56

Who likes change?



57


Change Management Plan

Focus on:

Customer expectations

Quality

Process improvements

Link to:

Communications Plan

Training plans

Stakeholder Management Plan

58


Change Management Plan

Locate/support ‘change agents’

Target:

Front-line supervisors

Middle management

Reward / recognize:

Immediately

Frequently

59



60


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

61



62



63

Hum

an

Reso

urce

s

Ma

rketing

Opera

tions

Sa

les

Cus

tom

er

Serv

ice

Acc

oun

ting

IT

Log

istics

Departments

64 Departmental / Customer Requirements

Silos

Leadership

Strategy #1

Strategy #2

Strategy #3

Strategy #4H

uma

n Reso

urce

s

Ma

rketing

Opera

tions

Sa

les

Cus

tom

er

Serv

ice

Acc

oun

ting

IT

Log

istics

DepartmentsCorporate

Objectives

Customer

Requirements

Requi

rem

ent

#1

Requi

rem

ent

#2

Requi

rem

ent

#3

Requi

rem

ent

#4

65



66



67



PDCA

Plan

Do

Check

Act

68


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

69


Focus on results

How do you measure success?

Strategic Plan execution

Metrics

KPIs

“What gets measured gets managed, and what gets

managed gets done!”

Link rewards & recognition to results

70



PDCA

Plan

Do

Check

Act

71


Adjust

Make adjustments

Equip staff; train; build competencies

Institutionalize; standardize

Establish systematic processes

72


The Model75

© 2017 Competitive Edge Performance Solutions, LLCRick BickerstaffASQ

www.CompetitiveEdgePerformance.net

Contact Information:

Rick [email protected]

843.297.2596

I hope you enjoyed our presentation!76

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

Documents

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