Strategy Framework
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Transcript of Strategy Framework
Strictly Confidential November 2016 Slide 1
Franky Van Damme
Managing Partner, PSX Advisors
Strategy, a practical Approach
Strictly Confidential November 2016 Slide 2
Guideline
This set off templates is made to guide your thoughts towards making a
set of discrete choices with respect to the near and medium term
strategic direction and identify the outstanding issues that form the
barriers to making these choice.
The provided templates are based on exercises, so the content may not
always be relevant to you, just read it as an example.
Management should inform the Strategy Committee about the As-Is
situation.
A Strategy Workshop is not exact science, so make use off your
imagination and wildest dreams.
Use the templates as a way to
Together this should land in a down to earth/executable approach.
Strictly Confidential November 2016 Slide 3
What is a Strategy
Strategy is about getting from where you are now to a place
where it is worthwhile being. Strategy is also about
getting there through competitive advantage,
with least difficulty and in least time.
A strategy is an integrated set of choices
which positions the firm in its industry so
as to create sustainable advantage
relative to competition and superior
financial returns
Strictly Confidential November 2016 Slide 4
Strategy, is about.
Making a set of choices
Create superior shareholder value
Formulate an answer to Key questions
from Board members and Shareholders
Setting the Management agenda
Strictly Confidential November 2016 Slide 5
The Cascade of Choices
How will we
win in
chosen
markets?
What
management
systems are
required?
What are our
goals and
aspirations?
What
capabilities
must be in
place to win?
Where will
we play?
In what market space(s)?
Products
Channels (partners)
Customer segments
GeographiesWhat is our unique value
proposition to the target
markets?
What are our sources of
competitive advantageOrganizational
strategy
Strictly Confidential November 2016 Slide 6
Range of options considered
Real tradeoffs made
Resources focused
Genuine
Robust
Actionable
Compelling
Strategic logic tested
Valid, asymmetrical data utilized
Translated into concrete action plans
Implementable in relevant time frame
Management team cognitively and emotionally
committed
Characteristics of a Good Strategy
Strictly Confidential November 2016 Slide 7
Challenges to Making Strategic Choices
Choices do not get made
Continual study of unresolved issues
Decision / gridlock
Choices appear to get made, but fall apart
False consensus
Weak consensus
Choices are not robust
Invalid data
Untested inferences
Choices get made, but action is not timely
Drawn-out choice process
Time consuming buy-in process
Strictly Confidential November 2016 Slide 8
The Strategy Framework
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
PSX nv
Initiation
Implementation
Strictly Confidential November 2016 Slide 9
Provide input to Key Questions
Which subjects need to be tackled by the Strategy Committee?
Which critical issues/questions need to be resolved by the Strategy Committee?
What do you see as the major Value Drivers for The Company?
Board involvement is required
Agreement on
Mission of the Strategy Committee.
Team members of the Strategy Committee.
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
PSX nv
Strictly Confidential November 2016 Slide 10
Goals and Aspirations
Mission Vision - Goal
Values Non Negotiables
Timing
Financial objectives
Non-financial objectives
Quality objectives
Value drivers
Critical issues Key questions
Strictly Confidential November 2016 Slide 11
Key Figures
Where did The Company generated revenue in the past years?
Which business segments are the most attractive?
What's our Relative Market Share?
Where does The Company invest in?
What amount of new business does The Company creates?
Which Products/Clients generate the most ROI?
The Achievements
Clients
How happy are the Clients?
Why do Clients buy?
Why do we Win/Lose business?
How do prospects view The Company?
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
PSX nv
Strictly Confidential November 2016 Slide 12
Knowing Your Business
Revenue
Order Intake
Investments
Financials
Staff
SWOT
Customer Satisfaction
Strictly Confidential November 2016 Slide 13
The Market
Whats on the agenda of the Institutions?
What are the Trends in the Market?
Where does the Market invest in?
How big is the market?
What is the most attractive market?
The Market
The Competition
Where is the Competition active?
Where have they invest in?
Why do they Win business?
Who will be the future Competitors?
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
PSX nv
Strictly Confidential November 2016 Slide 14
The Market
Industry Attractiveness
Customer Purchasing Criteria Key Success Factors
The Five Forces Porter
PESTEL
Total Market Demand
Demand Forecasting
Strictly Confidential November 2016 Slide 15
Competitiveness
Market Players
Competitive Advantage and Position
Competitors Key Figures
Grant Analysis
Strictly Confidential November 2016 Slide 16
Creating Scenarios
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
PSX nv
Strictly Confidential November 2016 Slide 17
Creating Scenarios
Mapping your ideas
The Critical Uncertainties
Portfolio Strategies Mc Kinsey
Relative Market Share BCG
Market Strategies Ansoff
Competitive Strategies Porter
Market Positioning Treacy & Wiersema
Blue Ocean Strategy Kim & Mauborgne
Progressive Approximation
Strictly Confidential November 2016 Slide 18
Developing Scenarios
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
PSX nv
Strictly Confidential November 2016 Slide 19
Developing Scenarios
Vision and Value Proposition
Market potential and Attractiveness
Business Model Canvas
Operational and Financial aspects
The competitive position
Key Performance Indicators and Key Success Factors
Acceleration and Fall back
Risk assessment
Potential Roadblocks
Strictly Confidential November 2016 Slide 20
Evaluating Scenarios
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
PSX nv
Strictly Confidential November 2016 Slide 21
Evaluating Scenarios
Points of Tension
Data Validation
SWOT assessment
SAF assessment
Missing Data and Information
Strictly Confidential November 2016 Slide 22
The Chosen Strategy
Strategy
Framework
Goals and
Aspirations
The As-Is
Situation
The Market
ScenariosEvaluation
Chosen
Strategy
PSX nv
Initiation
Implementation
