| Let's start by talking about strategic
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| | is even less important than the
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| focus. Leadership models and new business
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| | development and growth of the team
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| models are key ingredients to success in
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| | members participating in the process. The
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| the 21st century. The successful 21st
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| | strategy team should be trained on the
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| century business model is built around
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| | process you intend to follow in
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| servant style leadership with a focus on
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| | developing the strategic plan. Once that
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| strategic thinking by harnessing the
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| | is competed the CEO/President should
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| creativity and innovation of the
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| | present the vision of the future with
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| employees. The vehicle to accomplish this
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| | copies for everyone and then excuse
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| is the strategic planning process
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| | himself from the meeting to allow the
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| Strategy serves as the organization
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| | strategy team to tear the end game apart
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| compass and roadmap to future success.
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| | and put it back together. The President
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| Strategic thinking must be clear and
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| | will have explained that they have the
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| communicated effectively throughout the
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| | right and the obligation to challenge the
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| organization. It is not something you can
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| | end game if they do not agree with any
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| leverage with technology. It isn't
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| | part of it. However, any challenge to any
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| something you will find in the latest
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| | portion must be accompanied by
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| business manual. It is embedded in the
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| | alternative recommendations. The concept
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| minds of your management team and most of
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| | is to finalize a "Vision for the Future"
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| your employees. It is your employees who
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| | that everyone owns.Step Four---- The SWOT
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| are on the front line and know what is
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| | analysisThe team will conduct a SWOT
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| really going on with your customers and
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| | (strengths, weaknesses, opportunities and
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| your markets. It requires effective
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| | threats) analysis to identify critical
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| leadership to release the power of the
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| | constraints and potential opportunities
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| employees in building a strategic roadmap
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| | for growth.Step Five --- Developing the
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| to the future.Defining objectives and
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| | Critical Core Initiatives from the Vision
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| developing initiatives and action plans
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| | for the FutureCritical core initiatives
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| to meet those objectives is the basis of
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| | are over arching initiatives that are
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| strategic planning. However, it all
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| | found within the Vision for the Future.
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| starts with an end game, a "Vision for
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| | An example may be defined as a human
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| the Future."Strategic planning is a
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| | resource initiative for becoming employer
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| management tool. It is used to help an
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| | of choice. There are many independent
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| organization clarify its future direction
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| | action steps (Strategic Implementation
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| - to focus its energy, and to help
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| | Plans - SIPs) that will be required to
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| members of the organization work toward
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| | accomplish the Critical Core Initiative
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| the same goals. The planning process
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| | (CCI). They may include training,
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| adjusts the organization's direction in
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| | education, leadership development,
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| response to a changing environment.
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| | compensation and benefits etc.Identifying
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| Strategic planning is a disciplined
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| | the CCI's first is necessary to move on
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| effort to support fundamental decisions
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| | to the next step which is creating SIPs
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| and actions that shape and guide what an
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| | for each CCI.Step Six--- Prioritize the
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| organization is, what it does and why it
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| | CCI's and identify individual SIPs for
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| does it, with a focus on where it wants
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| | each CCIA Strategic Implementation Plan
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| to go and how it is going to get
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| | (SIP) is a set of tasks that supports a
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| there.Fundamental decisions, actions and
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| | Critical Core Initiative and therefore
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| choices must be made in order to develop
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| | creates fundamental change in the way you
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| a plan that provides a Roadmap on "How to
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| | do things. SIP work deals with long-term
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| get there from Here."." The plan is
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| | improvement and change, balancing concern
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| ultimately no more, and no less, than a
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| | for today with concern for the future and
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| set of decisions about what to do, why to
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| | is a fundamental task of managerial
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| do it, and when and how to do it.The
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| | decision-making. Work against SIPs deals
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| scope of the strategy development process
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| | with improving things for tomorrow.Each
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| for any company is dependent upon
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| | Critical Core Initiative is supported by
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| individual business needs. The strategic
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| | a set of SIPs that contain a sequenced
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| planning process is a time and
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| | set of tasks, schedules, and named
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| resource-consuming endeavor that involves
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| | responsible individuals. The creation of
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| many people in the organization. This
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| | SIPs indicates that the chosen area is
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| process includes both tactical and
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| | one that provides a high payoff in terms
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| strategic application. The DIY process
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| | of innovation and managed change.Step
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| assumes that you have a good handle on
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| | Seven --- Assign sections of the strategy
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| both your internal and external
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| | template to be completed by different
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| environment. If you don't you may want to
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| | team membersDeveloping the strategy
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| consider hiring a consultant to do an
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| | document from team homework assignments
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| internal assessment and survey your
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| | completed over the previous weeks is a
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| customers and vendors to analyze your
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| | matter of following the template that has
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| external environment.Hiring a consulting
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| | been modified to meet your specific
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| firm can cost as little as $10,000 for a
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| | company needs.Step Eight --- The
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| simple two day facilitation to upwards of
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| | accountability processThe key managerial
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| $100,000 for comprehensive involvement by
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| | tool to ensure steady, consistent
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| the consulting firm during the entire
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| | progress on SIP tasks is the formal
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| process.So, if you are not inclined to
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| | Operational Review Meeting (ORM). This is
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| hire an outside consultant, you may want
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| | the foundation to insure that the
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| to follow this ten step process for DIY
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| | strategic plan is successful. The ORM
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| (Do It Yourself) Strategic Planning.
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| | is held monthly. The purpose of the ORM
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| Although it isn't possible to describe in
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| | is to:
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| great detail the entire process in an
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| | - Clearly understand the status of your
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| article (it would require 50 pages) the
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| | key initiatives.
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| following is an overview of the
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| | - Keep executive focus on strategic,
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| process.The Ten Step ProcessLet's
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| | rather than just urgent, issues.
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| identify the steps first and then we'll
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| | - Facilitate communication and support
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| discuss each one in a little more detail
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| | throughout the executive team and the
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| . I cannot emphasize enough that the true
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| | company.
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| value of a strategic plan is not in the
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| | - Formulate emergency responses to
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| document itself. It is in the process of
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| | company-wide threats or opportunities.
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| creating it, involving many of your
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| | - Leverage all appropriate company
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| employees from the bottom up. This
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| | resources while maintaining proper
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| empowers them to be more effective and
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| | accountability for performance.The ORM
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| better-informed leaders, managers and
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| | should be attended by members of the
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| decision makers.1. Select the strategy
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| | Strategy Team, executive management and
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| team and send a company wide
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| | other senior managers. It will follow a
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| communication
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| | formal agenda and discussions will be
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| 2. Create a Vision for the Future (End
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| | driven by two objective measurements:
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| Game)
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| | performance of Key Performance Indicators
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| 3. Preparation -----Secure an off site
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| | (KPIs) and progress of SIP task
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| location for the kick off meeting which
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| | completion. SIP and action item owners
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| includes training the team on the
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| | will be held accountable for achieving
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| strategic planning process. Purchase a
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| | the desired results by the due date
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| strategic planning template, download one
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| | indicated on the plan. The entire team
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| from the web or e-mail for a generic
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| | will be held accountable for meeting SIP
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| sample.
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| | goals.Step Nine --- Developing the
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| 4. Complete a SWOT analysis. (Strengths,
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| | presentation for approvalThe strategy
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| Weaknesses, Opportunities & Threats)
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| | team will provide the strategy document
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| 5. Identify the critical core
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| | to ownership at least one week in advance
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| initiatives that are necessary to support
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| | of the formal presentation.
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| the vision for the future and to achieve
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| | Representatives of the strategy team will
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| its objectives
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| | present the plan and defend it from a
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| 6. Develop strategic implementation
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| | considered corporate challenge. The
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| plans (SIPs) that support the identified
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| | purpose of the challenge is to ensure
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| critical core initiatives
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| | that the plan is well thought out and
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| 7. Prioritize the CCI's and SIP's based
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| | based on a realistic assessment of the
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| on the biggest impact on the bottom line
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| | company's risks and constraints. The
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| in the shortest period of time. Modify
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| | presentation will also demonstrate the
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| and complete the document template to fit
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| | degree of commitment and ownership by the
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| your company strategy
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| | team. The objective of the meeting is to
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| 8. Develop an accountability process
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| | formally endorse the strategy for the
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| based on a structured monthly strategic
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| | company. If necessary, the team will
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| review
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| | revise and re-present the plan to obtain
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| 9. Develop a presentation of the
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| | ownership approval.Step Ten ---- The Roll
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| strategy for approval by the CEO, owners
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| | Out ProcessAfter formal acceptance, the
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| or Board of Directors.
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| | President and two to three strategy team
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| 10. Develop a Roll Out Strategy to
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| | members should schedule meetings to
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| explain the strategic plan to the entire
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| | introduce the strategy to the entire
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| companyStep One --------- Selection and
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| | management team and all other employees,
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| CommunicationIt all starts with
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| | thus formally launching the strategy.
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| communication. The very first piece of
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| | This should be a big deal and should be
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| information should be the announcement to
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| | completed as quickly as possible. In
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| all employees that the company is
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| | person presentations by executive
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| embarking on a planning process for the
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| | management and strategy team members is
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| future. This memo should be sent from the
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| | highly recommended.Strategy Development
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| President asking for everyone's support.
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| | OverviewStrategic planning is a
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| (A sample memo is available from ) The
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| | management tool. It is used to help an
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| memo will likely announce who the
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| | organization clarify its future direction
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| strategy team members are and ask for
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| | - to focus its energy, and to help
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| everyone to congratulate them and provide
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| | members of the organization work toward
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| input at every opportunity. CAUTION:
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| | the same goals. The planning process
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| Make sure that you have talked to any
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| | adjusts the organization's direction in
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| employee in advance that was not picked
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| | response to a changing environment.
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| for the strategy team that may feel that
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| | Strategic planning is a disciplined
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| they should have been.Once the team is
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| | effort to support fundamental decisions
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| announced and the process starts make
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| | and actions that shape and guide what an
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| sure you continue to keep employees aware
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| | organization is, what it does and why it
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| of the progress and solicit their input.
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| | does it, with a focus on where it wants
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| A minimum of a monthly memo should be
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| | to go and how it is going to get
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| issued. The strategic planning process
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| | there.Discipline is a prerequisite to
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| can take from 6 weeks to 12 weeks so it
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| | this process because it requires laser
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| is important to keep everyone informed
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| | like persistence to result in a
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| without releasing too much detail.The
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| | productive strategic planning initiative.
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| strategy team should include a senior
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| | The process raises a sequence of
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| accountant, and should consist of between
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| | questions that helps planners examine
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| seven and ten members. Team selection
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| | current reality, test assumptions, gather
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| should be based on competence, integrity,
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| | and incorporate information about the
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| work ethic, leadership skills, and future
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| | present and perform trend analysis on the
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| growth potential within the Company. The
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| | future industry environment. The
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| team will formulate and present the
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| | prioritization of initiatives and SIPs is
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| strategic document to the President/CEO
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| | an essential step. Although your
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| and the Board of Directors. It is
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| | strategic plan will cover a five to seven
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| critical that all employees are empowered
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| | year period prioritized SIPs are worked
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| and encouraged to communicate their ideas
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| | on during the first twelve to eighteen
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| and issues with any member of the
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| | month period based on bandwidth and
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| strategy team. This process ensures
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| | resources while other CCIs and SIPs are
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| accountability and ownership of the
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| | deferred. It is much more effective to
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| strategy at every level in the
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| | completely finish three or four SIPs
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| organization.Step Two --- A Vision for
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| | pertaining to one or two CCI's than to
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| the Future (The End Game)The Vision for
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| | work on ten or twelve SIPs and accomplish
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| the Future (End Game) in business is
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| | nothing.Fundamental decisions, actions
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| simply defining what winning the game in
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| | and choices must be made in order to
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| your business is really about. What does
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| | develop a plan that provides the roadmap
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| winning mean. Just exactly what do you
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| | to the future. The plan is ultimately no
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| want your company to be when it grows up?
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| | more, and no less, than a set of
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| Ask yourself the following questions from
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| | decisions about what to do, why to do it,
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| the perspective of looking five to seven
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| | when and how to do it. CEO Strategist is
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| years into the future.1. What markets
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| | in the process of producing a three CD
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| should your company be serving five years
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| | set based on the strategic pyramid
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| from now?
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| | methodology for release by 1/1/2007 with
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| 2. What products should you be
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| | a workbook that will walk you through
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| distributing?
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| | every aspect of the DIY strategic
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| 3. Who are your primary competitors?
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| | planning process in great detail and
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| 4. What are your strengths?
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| | provide all the forms and templates
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| 5. What are your competitors' strengths?
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| | necessary for you to successfully
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| 6. How has your marketing strategy
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| | complete a strategic plan with your team.
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| changed?
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| | E-mail to reserve an advance copy of this
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| 7. What are your core competencies?
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| | program. In the mean time, you can
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| 8. What is the size of your revenue
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| | request a copy of a generic template or
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| stream?
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| | get Rick's recently published book
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| 9. How is your revenue stream segmented?
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| | "Leading the Pack" which has six "end
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| 10. Do you have a Human Resource
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| | game visions of the future examples" in
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| Development plan?The CEO/Owners should
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| | the appendix. - Sign up to receive "The
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| create the "Vision for the Future" (End
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| | Howl" a free monthly newsletter that
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| Game) for presentation to the strategy
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| | addresses real world industry issues. -
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| team.Step Three --- PreparationRunning a
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| | Straight talk about today's issues. Rick
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| strategic planning process is not just
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| | Johnson, expert speaker, wholesale
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| designing a template and having the team
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| | distribution's "Leadership Strategist",
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| members fill in the gaps. On the
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| | founder of CEO Strategist, LLC a firm
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| contrary, it means carefully coaching the
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| | that helps clients create and maintain
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| management team through a thinking
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| | competitive advantage.
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| process. Often, the actual strategic plan
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