strategic management - strategic planning - salah skaik
TRANSCRIPT
A Rolling Stone Gathers
No moss
Prevent Your Strategic Plan
From Stagnating 3
Copyright © 2012 - S.A.S
Main Objectives of the Paper
Explaining the critical importance of
actually using and implementing your
company’s strategic plan.
Offering practical tips for avoiding the
most common traps that keep a
strategic plan ignored or sitting on a
shelf.
5 Copyright © 2012 - S.A.S
Introduction
Just as a rolling stone gathers
no moss, a strategic plan that’s
actually used will gather
no dust.
6 Copyright © 2012 - S.A.S
Introduction
7
Companies devote time and
energy to developing strategic
plans, only to never look at
them again once they have
been printed out. Copyright © 2012 - S.A.S
The Four Most Common Traps
The four most common traps that keep strategic plan on the Shelf:
8 Copyright © 2012 - S.A.S
Cont. The Four Most Common Traps
Trap 1
Mismanaging People Who Do
Not Implement As Asked.
9 Copyright © 2012 - S.A.S
Trap 2
Undermining Personal Motivation
And Ownership.
10
Cont. The Four Most Common Traps
Copyright © 2012 - S.A.S
Trap 3
Losing Momentum In The Face Of
Daily Operational Needs.
11
Cont. The Four Most Common Traps
Copyright © 2012 - S.A.S
Trap 4
Failing To Accept How The
“Real World” Works
12
Cont. The Four Most Common Traps
Copyright © 2012 - S.A.S
Trap 1: Mismanaging people who do not implement as asked
Why do people fail to do
what you have asked them
to do ??????!!!!!!
13 Copyright © 2012 - S.A.S
Trap 1: Mismanaging people who do not implement as asked
Reason No. 1
People Do Not Realize You Really
Want Them To Do What
You Have Asked.
14
Why do people fail to do what you have asked them to do?
Copyright © 2012 - S.A.S
Trap 1: Mismanaging people who do not implement as asked
Reason No. 2
People Do Not Want
To Do It.
15
Why do people fail to do what you have asked them to do?
Copyright © 2012 - S.A.S
Trap 1: Mismanaging people who do not implement as asked
Reason No. 3
People Do not Know How To do It.
16
Why do people fail to do what you have asked them to do?
Copyright © 2012 - S.A.S
Trap 1: Mismanaging people who do not implement as asked
Reason No. 4
People Do not Have A System To
Keep Up The Momentum
Once They Begin. 17
Why do people fail to do what you have asked them to do?
Copyright © 2012 - S.A.S
Trap 2: Undermining personal motivation and ownership
18
Failing to create a planning experiences
and then sustain an environment that
encourages personal motivation and
ownership
Copyright © 2012 - S.A.S
Trap 2: Undermining personal motivation and ownership
19
Example
Think about the experience of reading a play versus attending an excellent
performance of that play
Copyright © 2012 - S.A.S
Trap 2: Undermining personal motivation and ownership
20
Example
Or\ Have you ever read sheet music and then attended an excellent performance
of the piece?
Copyright © 2012 - S.A.S
Trap 2: Undermining personal motivation and ownership
22
Key No. 1
Soliciting Independent Thoughts
The key elements of creating a positive strategic planning experience are these:
Copyright © 2012 - S.A.S
Trap 2: Undermining personal motivation and ownership
23
Key No. 2
Sustaining Interactions Between
Team Members
The key elements of creating a positive strategic planning experience are these:
Copyright © 2012 - S.A.S
Trap 2: Undermining personal motivation and ownership
24
Key No. 3
Building A Shared Visualization
Of The Future
The key elements of creating a positive strategic planning experience are these:
Copyright © 2012 - S.A.S
Trap 2: Undermining personal motivation and ownership
25
Key No. 4
Identifying this year’s focus on status quo
changes will accelerate the motion
toward the shared visualization of the
future
The key elements of creating a positive strategic planning experience are these:
Copyright © 2012 - S.A.S
Trap 2: Undermining personal motivation and ownership
26
Do Not Get Wrong!!!
Copyright © 2012 - S.A.S
Trap 3: Losing Momentum In The Face Of Daily Operational Needs
28
Trap 3:
Losing Momentum In The
Face Of Daily Operational Needs
Copyright © 2012 - S.A.S
Trap 3: Losing Momentum In The Face Of Daily Operational Needs
30
1- AGREEMENT
Progress Accelerator Phases
Copyright © 2012 - S.A.S
Trap 3: Losing Momentum In The Face Of Daily Operational Needs
31
2- ACCOUNTABILITY
Progress Accelerator Phases
Copyright © 2012 - S.A.S
Trap 3: Losing Momentum In The Face Of Daily Operational Needs
33
3- ACTION
Progress Accelerator Phases
Copyright © 2012 - S.A.S
Trap 3: Losing Momentum In The Face Of Daily Operational Needs
34
4- ASSESSMENT
Progress Accelerator Phases
Copyright © 2012 - S.A.S
Trap 4: Failing To Accept How The “Real World” Works
35
Draft Vs.
Version 1.0 Plan
The Words You Use Affect Your Outcomes
Copyright © 2012 - S.A.S
Trap 4: Failing To Accept How The “Real World” Works
36
Try
Do or do not. there is no try When we finish Vs.
If we finish
The Words You Use Affect Your Outcomes
Copyright © 2012 - S.A.S
Trap 4: Failing To Accept How The “Real World” Works
37
Positive Ends
Ex: Setting an objective to increase employee and customer
retention rather than “Reduce Turnover”
The Words You Use Affect Your Outcomes
Copyright © 2012 - S.A.S
In the real world
38
People do not recognize progress or connect the dots.
You need to feed the souls of your team
members Periodically, take some time to identify and
celebrate everything you have accomplished Tie the accomplishments back to your plan, If you do not, people will lose faith that the plan
is working Copyright © 2012 - S.A.S
Remember
39
Strategy is a shared visualization of where your team wants to be within three to five years
Copyright © 2012 - S.A.S
Remember
40
What makes a strategic plan
“strategic” is its ability to change the status quo
Copyright © 2012 - S.A.S
Remember
41
Building implementation into your planning process from the very start and avoiding the four most common traps will keep your company’s strategic plan from joining too many others in the “dustbin history”
Copyright © 2012 - S.A.S