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Agile StrategySocial Venture Institute 2017
We inspire conscious leadership and nurture trusted organizations.
We integrate strategy, branding and impact reporting for organizations committed to people, planet and shared prosperity. Our transformative approach blends business pragmatism with deep commitment to community and environment, to build sustainable ventures, inspiring campaigns, and meaningful brands.
‣ Strategy & Planning
‣ Branding
‣ CSR, Impact Measurement & Reporting
‣ Communications
‣ Web & Online Engagement
Shift Your Thinking™ about what your organization can achieve.
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Junxion
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‣ adidas
‣ Agriculture & Agri-Food Canada
‣ Canadian Business for Social Responsibility
‣ Canadian Parks & Wilderness Society
‣ Doctors Without Borders
‣ Ecotrust
‣ Ford Foundation
‣ Greenpeace International
‣ Hollyhock
‣ imagine1day
‣ Sentebale – The Princes’ Charity
‣ UN Principles for Responsible Investing
JunxionOver the past 20 years, Junxion has been privileged to work with a long list of impact makers–social entrepreneurs, leaders in corporate social responsibility and sustainability, philanthropists and not-for-profit organizations operating around the world.
These have been some of our clients….
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Mike Rowlands is an impact entrepreneur, consultant and thought leader engaged by mission-based organizations around the world to craft distinctive strategies.
Based in Vancouver and engaged internationally, Mike specializes in helping organizations define and develop TrustBrands™—meaningful, values-driven engagement strategies that inspire diverse audiences and distinguish businesses as market leaders.
As a keynote speaker and frequent workshop presenter, he has taught strategy, entrepreneurship, sector collaborations, branding and communications.
‣ President & CEO of Junxion
‣ Director at Hollyhock
‣ Director at Social Venture Network
‣ Director at ORS Impact
‣ Entrepreneur-in-Residence at RADIUS
‣ Ambassador of B Corp
‣ Executive Producer, Social Venture Institute
Mike Rowlands
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Your goals?…Defining “Strategy”Connecting Strategy & CustomersDefining a High Impact Culture Agile ImplementationQuestions, Reflections & Wrap-up
Agenda
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strat-i-jee, noun: A plan of action to achieve a desired goal.
‣ Start with the end in mind.
‣ Include diverse voices.
‣ Don’t rush the process.
Strategy
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A guiding document that defines an organization’s approach to fulfill its mission and achieve its vision.
It answers a few important questions:
‣ How will our work be of enduring benefit?
‣ What must we learn, and what work will we do to achieve our vision?
‣ What principles will guide our approach to the work?
‣ How will we prioritize the work each week, month, season and year?
Strategic Plan
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Strategy must now be a management discipline.
Successful strategic planning…
‣ Is inclusive of diverse stakeholders.
‣ Is as open and transparent as possible.
‣ Must allow for quite adaptation to ever-shifting contexts.
‣ Begin with the end in mind: How will our work be of enduring benefit?
Strategic Planning
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Strategy Precedes Branding
Myth #1
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Myth #1
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Vision
Mission
Values
Positioning
Narrative
Myth #1
{}
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Vision
Mission
Values
Positioning
Narrative
Myth #1
{}
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How will the world be made better by your work?
Myth #1
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How is the world made better by your work?
‣ Aspirational: Lofty and bold!
‣ Actionable: Can you make progress every day?
‣ Clear: This is a jargon free zone!
‣ Concise: Seven words. Not a single word more.
Vision Statement
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Myth #1
Vision
Mission
Values
Positioning
Narrative{}
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Myth #1
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Myth #1
What work are you uniquely able to do, in pursuit of your vision?
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“Culture Eats Strategy for Breakfast.”
Myth #2
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Values Guiding Principles
Shared Behaviours
Myth #2
Achievement: Personal and collective success through demonstrating competence according to group
standards
Expertise, skill, currency, competence, continuous, learning, peer engagement & support, hard
work (giving more than the minimum), striving for effectiveness, efficiency,
quality, safety.
Sharing knowledge with colleagues for the benefit of the team
Support for teaching and learningRecognition of the team’s role in
personal accomplishment, and vice versa
Accepting/acknowledging weaknesses through support and
peer reviewAiming for best practices
Commitment to reflective learning
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Myth #2
What is one of the core values you’ve articulated for your
organization?
How do you define it? Use adjectives and adverbs—descriptive language—to
define the principles beneath the value.
When this value is thriving in your organization, what
observable behaviours might you see?
Values Guiding Principles
Shared Behaviours
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Strategy Precedes Implementation
Myth #3
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Management Domains
‣ Revenue
‣ Operations
‣ Communications
‣ People
‣ Finance
Myth #3
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Myth #3
What’s the one thing your organization can achieve this quarter
to accelerate toward your vision?
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Myth #3
Thematic Objective: ABC = Always Be Closing!
Thematic Goals:
‣ Sell & Deliver!
‣ Get Into the Right Rooms
‣ Engage Clients & Clients-to-Be
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Myth #3Thematic Objective: ABC = Always Be Closing!
Thematic Goals:
‣ Sell & Deliver!
‣ Get Into the Right Rooms ‣ Workshop design
‣ Assess conferences and convening in adjacent sectors
‣ Define, design outreach campaigns to ideal clients
‣ Engage Clients & Clients-to-Be
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Myth #3
Scorecard:
‣ Thematic Goal
‣ Thematic Objectives
‣ Standard Operating Objectives
‣ RACI Table
‣ Space for semi-monthly meeting notes
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Myth #3
Meeting Rhythm:
‣ Annual business planning retreat – two days
‣ Review the strategic plan & define annual targets
‣ Quarterly theme-setting offsite – half day
‣ Review past quarter’s performance, set initiatives for next quarter
‣ Semi-monthly team check-in – one hour
‣ Check-in on progress and lend mutual support
Que
stio
ns?
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Than
ks!
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Download tools….
junxion.com/agilestrategy
Get in touch….
1 888 681-8308 x700
