Strategic Planning and · On vision and goals… BHAG: A Big, Hairy, Audacious Goal
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Transcript of Strategic Planning and · On vision and goals… BHAG: A Big, Hairy, Audacious Goal
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© 2017 Competitive Edge Performance Solutions, LLCRick Bickerstaff
Strategic Planning
and
Implementation
ASQ
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© 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)
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© 2017 Competitive Edge Performance Solutions, LLC
Strategy
Defined
“…the collection of intentional decisions a
company makes to give itself the best chance to
thrive and differentiate from competitors.” (Lencioni,
2012)
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© 2017 Competitive Edge Performance Solutions, LLC
Strategic Leadership
Strategic Formulation
Strategic Implementation
Strategy
Primary Elements
Leadership
Formulation
Implementation
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© 2017 Competitive Edge Performance Solutions, LLC
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
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© 2017 Competitive Edge Performance Solutions, LLC
Provides direction
Establishes focus
Creates alignment
Defines top priorities
Reduces silos
Identifies responsibilities
Improves accountability
Strategy
Importance6
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© 2017 Competitive Edge Performance Solutions, LLC
“If everything is important, nothing is.”
Strategy
Importance7
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© 2017 Competitive Edge Performance Solutions, LLC
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.”
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Typically five (5) years
Action plans (annual)
Revisit annually
(Japan: 25 years)
Strategy
Time Frame9
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© 2017 Competitive Edge Performance Solutions, LLC
The ProcessContinual Improvement
PDCA
Plan
Do
Check
Act
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© 2017 Competitive Edge Performance Solutions, LLC
The Model11
Planning
Development
Execution
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© 2017 Competitive Edge Performance Solutions, LLC
Planning
PDCA
Plan
Do
Check
Act
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© 2017 Competitive Edge Performance Solutions, LLC
The power of teams
Strong, cohesive teams must be developed
Invest
Leadership
Team design
Team building
Team dynamics
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© 2017 Competitive Edge Performance Solutions, LLC
Learning
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© 2017 Competitive Edge Performance Solutions, LLC
Environmental
Scan15
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Strategy
Development
Legal /
Regulatory
Forces
Technology
Forces
Customer /
Stakeholder
Forces
Economic
Forces
Political
ForcesInternal
Forces
(Culture)
Forces
Force Field Analysis16
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© 2017 Competitive Edge Performance Solutions, LLC
Environmental
Scan17
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© 2017 Competitive Edge Performance Solutions, LLC
Environmental
Scan18
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© 2017 Competitive Edge Performance Solutions, LLC
Strengths – Weaknesses – Opportunities –
Threats (SWOT )19
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© 2017 Competitive Edge Performance Solutions, LLC
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SWOT21
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Stakeholders
Suppliers
Community Groups
CustomersMedia
Government
Owners /
Stockholders
Employees
Board
Environmental /
Special Interest
Groups
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© 2017 Competitive Edge Performance Solutions, LLC
Strategic Plan Development
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© 2017 Competitive Edge Performance Solutions, LLC
Strategy Sessions
Meeting(s)
Participation
Training
Mission, Vision, Values
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© 2017 Competitive Edge Performance Solutions, LLC
Mission, Vision, Values (MVV)
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© 2017 Competitive Edge Performance Solutions, LLC
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?
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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
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Questions:
Have one?
Know it?
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© 2017 Competitive Edge Performance Solutions, LLC
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.”
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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
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Questions:
Have one?
Know it?
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© 2017 Competitive Edge Performance Solutions, LLC
Values
How do we behave?
High expectations
Must already exist; not aspiration
The organization’s personality
Guides the organization (everything)
Not too many
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Questions:
Have?
Know?
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© 2017 Competitive Edge Performance Solutions, LLC
Strategic Plan Development
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INPUTSSupplier / Contractor
Focus Groups /
Stakeholders
Customer/Stakeholder
Surveys / Concerns
Employee Surveys
Performance Results
Primary
Risk Analyses
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© 2017 Competitive Edge Performance Solutions, LLC
Strategy Sessions
Focus
Weaknesses
Opportunities
Threats
Strengths - Leverage
SWOT
Affinitize prior to session(s)
+/- 20 Concerns
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Grading
Score
Importance
Urgency
Plot
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Invest in New
Technology
Exceed Customer
Expectations
Plant A Upgrade
Marketing
Improvement
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© 2017 Competitive Edge Performance Solutions, LLC
Strategic Plan Development
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Strategy Hierarchy37
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Strategic Areas (Example)
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© 2017 Competitive Edge Performance Solutions, LLC
Strategic Plan Development
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The Written
Plan
The Dynamic
Plan
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© 2017 Competitive Edge Performance Solutions, LLC
Strategic Plan Development
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Strategic Plan Development
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© 2017 Competitive Edge Performance Solutions, LLC
The ProcessContinual Improvement
PDCA
Plan
Do
Check
Act
42
Implement
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Strategic Plan Implementation
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Maintain strict focus & alignment
Identify roles, responsibilities & authorities
Timelines
Accountability
Strategic Plan Implementation
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Strategic Plan Implementation
Who?
What?
When?
Where?
How?
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Strategic Plan Implementation
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Strategic Plan Implementation
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Strategic Plan Implementation
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Communication Plan
What are your experiences?
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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
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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
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Communications Plan
Mid-management
Front line
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Who is most effective in translating the strategy in
an organization?
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Training Plan
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Change
Stats:
20% look forward to it
15% oppose
65% are on a continuum
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Who likes change?
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Strategic Plan Implementation
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Change Management Plan
Focus on:
Customer expectations
Quality
Process improvements
Link to:
Communications Plan
Training plans
Stakeholder Management Plan
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Change Management Plan
Locate/support ‘change agents’
Target:
Front-line supervisors
Middle management
Reward / recognize:
Immediately
Frequently
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Strategic Plan Implementation
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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
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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
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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
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Strategic Plan Implementation
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Strategic Plan Implementation
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The ProcessContinual Improvement
PDCA
Plan
Do
Check
Act
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© 2017 Competitive Edge Performance Solutions, LLC
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
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© 2017 Competitive Edge Performance Solutions, LLC
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
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© 2017 Competitive Edge Performance Solutions, LLC
The ProcessContinual Improvement
PDCA
Plan
Do
Check
Act
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Adjust
Make adjustments
Equip staff; train; build competencies
Institutionalize; standardize
Establish systematic processes
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The Model75
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© 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