Embed Size (px)
Citation preview
©
Management 1:The New Manager’s Course
Strategic and Business Planning
Alan KennedyNovember 2013
© 2013 Alan W. Kennedy on behalf of Schulich Executive Education Centre (SEEC). All rights reserved.No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, recording, photocopying or otherwise, without written permission of the copyright
holder
©
About the Presenter
Alan has been teaching strategy for the Schulich Executive Education Centre since 1992. His principal course is Strategic Management, a three day course on Situation Analysis, Strategic Planning, and Business Planning. In addition to being a member of the faculty for Management I, Alan also teaches in the Insurance Industry Leadership Program, a one week program for insurance industry executives. Alan is a frequent speaker on matters of strategy. Alan’s book, The Alpha Strategies – Understanding Strategy, Risk, and Values in Any Organization was published in February is now available at all online retailers and for free in pdf format at www.thealphastrategies.com
Alan is a Honor Roll member of the Canadian Association of Management Consultants. Alan received his degrees from Dalhousie University and served as Senior Vice President & General Counsel for both Oxford Development Group and Campeau Corporation and as a member of the Board of Directors for both companies.
Alan Kennedy B.A. LLB. CMC
Alan is a partner with Gibson Kennedy & Company, a Toronto consulting firm offering Canadian clients strategy counsel and competitive research services since 1990. Gibson Kennedy is the authorized correspondent in Canada for Kaiser Associates Inc., a Washington-based consultancy offering global competitive research services to North American based clients. Alan’s practice focuses exclusively on matters of strategy, risk, and capital projects planning and communication using The Alpha Strategies model he pioneered.
©
The Day’s Objectives
1. how strategic planning differs from business planning
2. how stakeholder identification & expectations analysis factor in strategy decisions
3. how a business plan implements the intent of the
strategic plan
Your Issues / what do you want to learn more about?
• • • • •
©
Module One
A Brief Introduction to Strategy & its History
The Issues in Strategy
Source: Robert F. Felton and Pamela Keenan Fritz, The View from the Boardroom McKinsey Quarterly 2005 Special Edition: Value and Performance
June 4, 2013
- A majority of leaders (64 percent) said the biggest frustration for managers is having too many conflicting priorities.
- Most executives (54 percent) said they do not believe that their company’s strategy will lead to success.
- Most (53 percent) could not say their strategy is understood by employees and customers.
- Only a third (33 percent) said they feel the company’s core capabilities fully support the company’s strategy.
- Only 21 percent could say all of their businesses leverage their core capabilities.
http://www.booz.com/global/home/press/display/coherence-profiler-results
“Strategy is a description of a chosen course of action”
“Our long term strategy is to be around for the long term. Our short term strategy is to not do anything that would screw-up our long term strategy”
Stanfield’s, The Underwear Company Truro, Nova Scotia
Strategy Definition
©
A Competitive Researcher’s Perspective on Strategy
- 8 strategies are common to all organizations
- 1 strategy is the organization’s dominant strategy
- 3 types of strategy are common to all organizations
10
8 strategies are the source of all subsequent implementation strategy
and organization design
Origin of The 8 Strategies
The 8 Strategy Definitions
Business Definition /Mandate
Focus on positioning the business / on interpreting the mandate parameters
Risk Focus on the unacceptable and ways to manage it
Growth Focus on type and rate of growth
Financial ManagementFocus on sourcing, allocation, and management of capital and revenues
R&D / Technology Focus on the creation and/or use of intellectual capital / technology
Organization Mgmt Focus on sourcing, allocation, and management of personnel
Marketing / CommunicationsFocus on identifying and capturing customers and clients (i.e marketing through to sales)
Service Delivery / Production / Manufacturing
Focus on fulfilling the marketing promise of value / relevance
The Generic Strategies
Business Definition /Mandate
Business Positioning: Niche, Specialty, CommodityMandate: Narrow Interpretation; Middle-of-the-Road; Broad Interpretation
RiskFocus: Internal; External; BothManagement: Accept, Avoid, Transfer, Mitigate
GrowthType: Internal, External (acquisitions, partnerships, alliances, joint ventures)Rate: Bigger, Smaller, No Change
Financial Management
Sourcing: Capital markets, debt, equity, self-fundingAllocation: Strategies; Business UnitsManagement: Performance; Control, Both
R&D / Technology Follower, Leader, Adapter
Organization Mgmt
Sourcing: Internal; ExternalAllocation: Employee; Contract; Outsourcing Management: Entrepreneurial; Bureaucracy; Adhocracy; Centralized, Decentralized
Marketing / Communications
Identifying: (ie. Marketing): Product / Service; Price; Place; PromotionCapturing: (ie. Sales): Targeting; Approaching; Pitching; Overcoming Objections; Closing; Follow-Up
Service Delivery / Production / Manufacturing
Delivering the Promise: Needs / Requirements; Inputs; Production; Quality; Delivery; Follow-up (Warranty)
Management 1 Course Structure
14
The 8 Strategies Wednesday
Business Definition / Mandate
Risk
Growth
Financial Management Thursday
R&D / Technology
Organization Management Monday, Tuesday, Friday
Marketing / Communications Tuesday
Service Delivery / Production / Manufacturing
Understanding Current Strategy
©
Module Two
How strategic planning differs from business planning
3 types of strategy are common to all organizations
Alpha is the one strategy which
leads the organization and sets its character.
e.g. Nike is Marketing
Influencers are the three strategies which most
closely guide and constrain implementation of the Alpha and the
remaining four strategies, the Enablers
Enablers are the remaining strategies
©
Examples of Dominant Strategy
WalMart, Stantec, McDonald’s
IBM
Pepsi, Coca-Cola, Nike, The Bay, United Way
CHMC, Bank of Canada, RCMP, Sun Life, OTPP, CRA
Growth
Business Definition (but not Mandate)
Marketing / Communications
Risk
Organization Dominant Strategy
Toyota, FedEx, Amazon, many Hospitals, much of Government Service Delivery / Production / Manufacturing
Bank of Montreal, Ontario Financing Authority Financial Management
Google, Intel, NASA, NRC R&D / Technology
Frank Gehry Architects Organization Management
How are your strategies organized?
EnablersInfluencersAlpha
The Alphas Blackberry
Business Definition To be the global leader in wireless data communications
Risk To protect our intellectual property and to protect network security and integrity
Growth To focus on expanding our customer and subscriber base through marketing efforts, strategic alliances, and acquisitions
Financial Management To access capital markets through TSX / NASDAQ listings
Technology To focus research on broad market applications for products derived from the existing technology base.
Organization Mgmt
To use the strength of market position and value proposition to enable HR “pull” potential employees and to leverage proximity and relationship with University of Waterloo
MarketingTo encourage the adoption of our platform by wireless network service providers globally and their customers, and to focus on licensing components of the BlackBerry platform to key handset and service vendors
Manufacturing To deliver wireless data security and network reliability
Blackberry
Growth
Risk
Business Definition
Financial Management
Organization Management
R&D / TechnologyMarketing
EnablersInfluencersAlpha
Manufacturing
Blackberry
The Alphas Tarion Strategic Plan
Mandate Administration of the ONHWP Act.
Risk Use of insurance industry practices and regulatory authority to manage risks to new homebuyers
Growth Rise and fall with the new home building industry cycles
Financial Use of insurance industry capital reserving practices; revenues from fees from sale of warranties and from builder licensing
Technology Enable management productivity; e.g. call center, web-based services
Organization Regulator decisions are isolated from interference by the Board or the Insurance function
Marketing To educate new home buyers and home builders
Service Delivery To deflect risk away from the program onto builders
Growth
Risk
Mandate
Financial Management
Organization Management
R&D / Technology
Marketing
EnablersInfluencersAlpha
Service Delivery
The 8 Strategies Strategy DescriptionAlpha
InfluencerEnabler
Business Definition / Mandate
How is the organization positioned?What is the mandate?
-
RiskHow are risks identified and managed ? -
GrowthHow does the organization grow? -
FinancialHow are the finances managed? -
R&D / TechnologyWhat is the focus of R&D / Technology ? -
OrganizationWhere are people sourced; how are
responsibilities and authority delegated; what is the culture i.e. alpha?
-
Marketing / CommunicationsHow does the organization identify and capture
customers / the perception of value?-
Service Delivery / ProductionHow are products / services are produced? -
The One-Page Strategic Plan
Module Three
How stakeholder identification & expectations analysis factor in strategy decisions
The Facts that Support Strategy Decisions
Customers (Users) & Markets (Need Demand) Industry Dynamics
Competitors Trends
Best Practices
Stakeholder Expectations
Current Strategy
Stakeholder Types Actual Stakeholder Names
The Authority GroupThose Stakeholders who approve the plan and authorize implementation
The Involve GroupStakeholders who should be involved because of the role they will play in implementation
The Inform GroupStakeholders who need to be told what to do so that their actions are consistent with implementation
The Consider GroupAny Stakeholders not falling in any of the above categories and who could have a response to implementation
Stakeholder Identification
©
Expectations Are Widely Used for Individual Planning
Exceeding Expectations
Meeting Expectations
Not Meeting Expectations
x
28
Expectations in Public Sector Planning
Cabinet Strategy
Cabinet Implementation Expectations
Ministry StrategiesTo Satisfy Expectations
Business Plan Detail
Boeing Goal Flowdown / Expectations Process
See: http://baldrige.nist.gov/PDF_files/Boeing_Aerospace_Application_Summary.pdf
Canadian Military Use of Expectations Based Planning
a.k.a. ExpectationsSource:
See: http://www.mors.org/meetings/cbp/read/TP-3_CBP.pdf
The 3 Levels of Expectations
RigidClear & Rigid Expectations Set Across all 8 Strategies
Do Your Own ThingUsually only 2 or 3 Expectations Identified
Moderate Expectations not set for 3 or 4 the 8 Strategies
Which level applies to you?
The 8 StrategiesExpectations Imposed
on your function / department / business unit
Business Definition / Mandate
What is the mandate of the function / business unit / department ?
-
RiskWhat expectations are imposed by risk? -
GrowthWhat expectations are imposed by growth? -
Financial ManagementWhat expectations are imposed by financial management? -
R&D / TechnologyWhat expectations are imposed by R&D / Technology? -
Organization ManagementWhat are the expectations are imposed by Organization
Management?-
Marketing / CommunicationsWhat expectations are imposed by marketing /
communications?-
Service Delivery / ProductionWhat expectations are imposed by service delivery /
production?-
Tell us about your functional area
©
Module Four
How business plans implement the intent of the strategic plan
Building the Business Plan
You have just been made the manager of a facility within your organization. Which expectations seem to be the most important achieving success
and what would be your plan to meet those expectations?
The 8 Strategies Expectations imposed on the operator
Business Definition - To offer fast food services within a hospital
Risk - To comply with all mandated health and safety policies and procedures
Growth - To grow the per capita spend
Financial
- To follow mandated reporting requirements- To achieve imposed margin expectations- To make all required remittances to the VP Finance of the hospital on time
Technology - To use mandated information systems
Organization
- To maintain a staff of 25 – 30 to be able to run the location 24/7- To develop a customer-centric team- To hire and train employees to deliver to mandated service standards- To comply with the Collective Bargaining Agreement at all times
Marketing - To follow all mandated promotions
Service Delivery
- To be a 24 / 7 operation- To follow all mandated processes for service delivery- To deliver to mandated quality standards- To offer all mandated products and services
Pros & Cons Analysis
Expectation:
Pros
Cons
Expectation:
Pros
Cons
37
Building the Action Plan – a Visual
Long Term
Today
1.
2.3.
4. 6.
5.E
A
B
D
C
F G
Steps What How Who Schedule Metrics Budget
1. A to B -
2. B to C -
3. C to D -
4. D to E -
5. E to F -
6. F to G -
Short Term
Seeing the Plan as the Big Picture
Today
1.
2.3.
4. 6.
5.E
A
B
D
C
F G
Short Term
Mid Term
Long Term
©
The Day’s Objectives
1. how strategic planning differs from business planning
2. how stakeholder identification & expectations analysis factor in strategy decisions
3. how a business plan implements the intent of the strategic plan
