strategy a presentation by geoff ball & jerry talley edgewise consulting llc gb 650-941-1497,...
TRANSCRIPT
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STRATEGY
a presentation byGeoff Ball & Jerry Talley
Edgewise Consulting LLCGB 650-941-1497, [email protected]; JLT 650-967-1444, [email protected]
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Strategy
Strategy - Choice making regarding the allocation of resources to move toward a desired goal or purpose, toward what we are seeking to create in the world.
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Why Strategy
Alignment AND empowerment Clarity in decision making Effective use of resources Focus activity and thinking while retaining
connection among the parts Opportunity to step back and dialog about
unresolved conflicts that impede the effectiveness of the organization
Taking a step back to test assumptions and look at implications
Assessing uncertainties and risks
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Strategy Work has three parts Creating
Assessment of the current situation Development of intent Choice making among strategic options
Planning Making the broad strategic ideas more concrete and
specific Strategy to tactics; goals to objectives; all to action Allocating resources
Executing the plan Building understanding and commitment among
implementers Assigning responsibilities Doing the work
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“Strategy” can be articulated as:
Principles in a “Strategic Framework” “We need to be abreast of and influencers
of ‘best practices based on research.’ Policies to deal with a crisis
No layoffs; deal with by unpaid vacation and 10% salary reductions (to cut expenses)
Allocation of monies in a budget based on relative priority of goals
Setting new directions in products or services
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Threats and Opportunities - Trends and Uncertainties
Technological Factors Environmental Factors Economic Factors Political Factors Social and Cultural Factors
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Vulnerabilities (Threats)
Markets Competition Technology Supplier Markets Government regulations Economy
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Capability
Areas of capability:core competencies & expertiseskills, knowledge & informationenough people with right skills, etc.process skillscapital and access to fundingrelationships and networkstechnology & information systemswork systems; work process designorganizational structureorganizational culture
INTENT
CAPABILITYSTAKEHOLDERS
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Strategy Workshop Input includes:
Key weaknesses Key Opportunities Key Threats Key Strengths Products & Markets Old and new products
and markets Major goals next 3 years Acquisitions?
How see organization in five years - products, services, clients, performance
Events & trends that drive the business
Company Intent -- mission, etc. - as you understand it
Expectations for Strategy Workshop
Other issues or inputs
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Some Representations for Strategy Work
Flow for a person
Our event in their life
Customer’sPoint of view
Our place in a Network of organizations, individuals and technologies
Processflows
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Processes that cross organizational boundaries
Product Development: (Concept to Prototype)
Sales: (Prospect to Order) Manufacturing (Parts to Product) Order Fulfillment: (Order to Payment) Post Sales Support: (Sales to Effective
Use)
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Competitive Position - relative rating
Rate yourself against the competition on these factors: Ability to meet market needs and preferences Costs Service Reputation Financial strength Proprietary position Market share
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DRIVING AND TESTING
INTENT
CAPABILITY
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Intent
Intent - What we are headed toward - our WANT. Often expressed in:
Purpose:
Mission:
Values:
High level goals:
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Intent to Capability
What does our intent imply for our capability? What capability will we need to carry our our intent.
Capability
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Additional Prep Work - possibly needed information
Current -- Mission, values Goals Core assumptions Strategies Products and services Value propositions Customers & clients Financial situation
Suppliers Core competencies Organizational
system Organizational
structure Organizational
culture
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Resources (how to mobilize)
Time of peopleMoneyManagement attentionCommitment [energy of employees, and …]Competency – skills, knowledge, proprietary informationInformationRelationships – customer loyalty, brand loyalty, goodwill, alliances, reputation Stocks of needed material resourcesQuality of work systemsOrganizational structure
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Stakeholders
KeyPlayers
StakeholderValues
List of stakeholder classes we have and what are their interests?EmployeesCustomersInvestorsBoardRegulatorsSenior ManagementSuppliersDistributorsVolunteers
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Common Organizational Dilemmas
Order /\ Freedom Individual /\ Group or team Concentration /\ Expansion Speed/volume /\ Quality Market focus /\ Market breadth Long-term investment /\ Current
performance and return Individual/private /\ Collective/public Planning /\ Doing Innovation /\ Stability Alignment /\ Empowerment
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Process Tools for Strategy Work
Computer Technography Group Graphic Wall Charting Sample Strategic Plans Information tables Good questions to ask - and when to as
them
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Key Players in each Stakeholder Group
Categories are the following. Who SPECIFICALLY is in each of these categories for us?Employees -Customers -Investors -Regulators -Senior Management -Suppliers -Distributors -
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Culture - A Framework
In describing culture consider the following
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Technological Factors
Context
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Stakeholders values
Stakeholder
Values:•Timely•Cost•Quality•Aesthetic•Effective
Stakeholders vary in whatthey consider important.This can be expressed by the weighting they give certain values.
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Capability to Intent
What does our capability suggest regarding our intent?To what extent should our intent be guided by our capability?Do we have a special capability that we should leverage in our intent?
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NINE DILEMMAS LEADERS FACE - Thomas Stewart
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Broad BasedLeadership
High visibilityLeadership
Independence
Interdependence Short Term
Long Term
Creativity
Discipline
Change
Trust
BureaucracyBusting
Economies of Scale
People
Productivity
Leadership
Capability
RevenueGrowth
Cost Containment
Nine Dilemmas that Leaders Face
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Thinking Dualities
Analytical SystemicLogical Intuitive
Hierarchical Networked Sequential SimultaneousDivided Holistic
Convergence Divergence
In Western thinking we emphasize the left column. Strategy work requires both sides to be effective.
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CONTEXT - Grove Consulting Template (www.grove.com)
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INDUSTRY STRUCTURE Grove Consulting Template (www.grove.com)
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Ends and Means (Goals & Strategies)
n Point not the goal until you plot the coursen For ends and means to man are tangled son That different means quite different aims
enforcen Conceive the means as end in embryo. — German poet
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Choices in building an organization
See table