Strategy and planning in a fast changing world
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Transcript of Strategy and planning in a fast changing world
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STRATEGY & PLANNINGIN A FAST-CHANGING WORLDCarlos Henao
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MEET JOHN:
THE SUCCESSFULCEO OF A MANUFACTURING
COMPANY
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AT LEAST, UNTIL THE PAST FEW
MONTHS…
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PROFITS DETERIORATED
PRICES DECLINEDREVENUE CAME EXCLUSIVELYFROM OLD MARKETS AND PRODUCTS
MEANWHILE, COMPETITORS HAD BETTER PRODUCTS,
PRICES, AND MARGINS
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THE BOARDAPPROACHED JOHN,CONCERNED WITH HISABILITY TO HANDLE THISSITUATION
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DURING A SLEEPLESS NIGHT, JOHN REALIZED WHAT WAS WRONG
WITH THE COMPANY’S STRATEGY
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THEY GOT FIXATED IN COMPETITORS AND IN MAKING MONEY,
AND FORGOT WHO THEY WERE AND HOW THEY CREATED UNIQUE, SIGNIFICANT VALUE TO THEIR
CUSTOMERS
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IT COULD BE SUMMARIZED AS
“EVERYTHING TO EVERYBODY”WITHOUT TRADE-OFFS, TO KEEP OPTIONS OPEN
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THE COMPANY WOULD
RUN AFTER EVERY OPORTUNITY,
EVEN IF DISJOINTED,DILUTING ITS CAPABILITIES AND
LIMITING LEARNING
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RESOURCES & BUDGET WERE
DISTRIBUTED EVENLY, BASED SOLELY IN FINANCIAL METRICS,
NOT STRATEGICALLY, ACROSS TOO MANY INITIATIVES
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THE FOCUS WAS ON DOING THINGS
RIGHT IN THE SHORT TERM,NOT ON DOING THE RIGHT THING,
ALSO FOR THE LONG RUN
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JOHN ALSO REALIZED THAT THERE
WAS A DISCONNECT BETWEENFORMULATION & EXECUTION
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HE NEEDED TO RETHINKTHE COMPANY’S STRATEGY& PLANNING, AND THE WAY TO DO IT, BUT HE DID NOT LIKE IT, BECAUSE IT’S A FAST-CHANGING WORLD
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Bad strategy and planning Good strategy and planning
Strategy & no plan OR plan & no strategy Strategy, with a plan to make it true
Existing value, short term Focused on the present and the future, short and long term
Without clear choices or trade-offs Hard choices and trade-offs
Inward focused Inward and outward focused
Slow and inflexible Agile and dynamic
Full of data, with little direction Data to support direction
One-time project, closed-door Continuous process, participative (though not democratic)
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ASPIRATIONS
COMPETITIVEARENAS
DIFFERENTIATORS
CAPABILITIES
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THE COMPANY’S ASPIRATIONS:KEY MOTIVATIONS & OBJECTIVES
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THE COMPETITIVE ARENASINCLUDING CUSTOMER SEGMENTS, GEOGRAPHIES,
PRODUCT CATEGORIES, CHANNELS & VERTICAL PRODUCTION STAGES
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DIFFERENTIATORSTHE COMPANY’SUNIQUE VALUEPROPOSITION
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AND CAPABILITIES3-6 INDEPENDENT & REINFORCING
CAPABILITIES IN ORDER TO CREATE UNIQUE VALUE
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AFTER BRAINSTORMINGOVER THE COURSE OFTHE NIGHT, JOHN WASREADY TO ACT AND DEFINED HOW TO DO IT
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HE INVOLVED THE BOARDFROM THE BEGINNING, AS WELL AS A GROUP
OF PEOPLE AT DIFFERENT LEVELS WHO
COULD CONTRIBUTE
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HE MADE EVERYTHING ABOUT STRATEGY
PEOPLE
PROCESSES &TECHNOLOGY
GOVERNANCE
ORGANIZATIONALSTRUCTURE
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CONTEXT STRATEGY PLAN
IMPLEMENTING THE PLAN IN 3 STEPS
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IT WAS HARD WORK & REQUIRED
DIFFICULT DECISIONS:
ESPECIALLY TRADE-OFFS
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BUT IT WAS WORTH IT:ALL ARE FOCUSED IN
CREATING UNIQUE VALUE TO
THEIR CUSTOMERS
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HOW CAN YOUSTART TO EFFECTIVELYFORMULATE & PLANSTRATEGY?Carlos Henao: Managing Partner
E-mail: [email protected]
Phone: 574-386-0999 - Mobile: 310-359-5905