Strategic Planning and Implementation for 21st Century Organizations
3 Days Workshop
Learning Objectives --
Learn how to:
1.
Understand Strategy and the Three Phases of
Organizational Change
2.
Formulate a mission and vision
2.1.
Decide
who we are
2.2.
Understand where we are
2.3.
Understand how to ride The Storms of Chaos
2.4.
Detect
the strengths, weaknesses, opportunities, and threats (SWOT) that drive strategy
3.
Plan
long-term strategies for organizational competitiveness
3.1.
Use the
Drivers of Change to our advantage
3.2.
Get the
biggest bang for the buck
3.3.
Formulate strategic plans to improve competitiveness
4.
Execute
Our Strategy
4.1.
Deliver
results through a full Systems Approach to
business, people, and processes
4.2.
Empower
others to pull your organization forward with the Seven
Attributes of Excellent Management
4.3.
Move
strategy to action
4.4.
Monitor
and control to ensure positive results
Why Take This Course:
Strategic plans are verbs, not nouns.
They are processes that guide, not documents that restrict.
Strategy is no good without implementation.
Implementation is dynamic or fluid, not static.
A full systems approach to strategic planning and implementation will
help your organization to not only survive the future but to own your future.
Obtain and sustain competitive advantage
by mastering change and developing, adapting, and aligning strategy with the
organizational structure, mission, goals, and vision.
Who to Invite:
·
Professional leaders or those who should be,
·
Those
involved in strategic planning, and
·
Those
who implement strategic initiatives at an organizational or business unit level.
Workshop Style:
With Enter-Train-Ment (entertaining training) methods and highly facilitated group sessions, participants work in small groups to learn excellent strategic planning tools and techniques and selectively apply them to real life problems. We will also use a fun pre-course adventure business story, Geronimo Stone, His Music, His Love, and the Mobile of Excellent Management (www.geronimostone.com).
The Pre-work Story:
Imagine you inherit your family’s legendary music company but as soon as you take control, everything is threatened by hostile takeover. You only have two choices, give up and sell now, or fight. Either way there are no guarantees. If you sell, your family is set for life and you may even salvage a piece of your history. Fight for the legacy, and you will likely lose everything including your professional reputation. Sell and you may lose the respect of those you love most. The only person who can help you has died, but he left you with a detailed plan.
In this searing drama, learn the seven attributes of “The Mobile of Excellent Management.” This, the 1st story in the Geronimo Stone Series, takes place at an independent record label in Nashville, Tennessee. The once-prosperous company is in chaos when its patriarch, Robert “Geronimo” Stone becomes ill and dies. His family survives the profound personal loss only to face a hostile business war. They encounter so many challenges, so quickly; that it never occurs to them that there may have been something peculiar about Geronimo’s death.
The family and remaining junior employees struggle against the compounding challenges of their deteriorating business. Together, they attempt to stabilize their downward spiraling Blues record label, once the envy of the entire music industry. They face major organizational change and restructuring, a hostile takeover attempt, subversive senior employees, and more.
See for yourself how they
handle this impossible situation with the help of an unusual “mobile” and
insightful messages left by Geronimo.
Hold on as you race headlong from tragedy to threat, to surprise
solution, and glorious celebration.
All the while, learn to handle the most perplexing business problems of the 21st
Century (www.geronimostone.com).
Strategic Planning and Implementation for 21st Century Organizations
Workshop Outline:
Although every workshop is customized to fit your organization here is one
possible outline. Each number
represents a small module and POD cast.
Day One, Creating Our Vision
1.
Understanding Strategy and the Three Phases of
Organizational Change
1.1.
Introducing participates, facilitator, material, and roadmap
1.2.
Explain
(Classroom) Theory, Observations, (Small Group) Application Modification, and
(Homework) Action
1.3.
Explaining the Three Phases of Change and business life cycles
1.4.
Discovering the “need for” and “benefits of” strategy
1.5.
Defining the components and steps of strategic planning
1.6.
Finding
the "Who" and "What" of our strategic plan
2.
Formulating Our Mission and Vision
2.1.
Deciding who we are
1.1.1.Addressing
our organization's mission and vision
1.1.2.Identifying
our organization's core competencies
1.1.3.Differentiating our organization in the marketplace
2.2.
Understanding where we are
2.3.
Understanding how to ride The Storms of Chaos,
2.3.1.Riding
the Waves of Trends and forecasting
2.3.2.Surviving
the Lightning with risk management
2.3.3.Fighting
the Storm of competition and other enemy forces
2.3.4.Maximizing
the Buoyancy of relationships and allies
2.3.5.Building,
fortifying, and navigating our Ship
2.4.
Detecting the strengths, weaknesses, opportunities and threats (SWOT) that drive
strategy,
2.4.1.Detecting
Opportunities and Threats
2.4.1.1.
Analyzing the Waves of trends, Lightning of the unexpected, the
Storms of the enemy, and the Buoyancy of allies
2.4.1.2.
Operating in micro and macro environments
2.4.1.3.
Analyzing how competitive and other environmental factors shape strategy
2.4.1.4.
Identifying the key activities in the value chain
2.4.1.5.
Analyzing your operating and external environment
2.4.2.Recognizing
Strengths and Weaknesses
2.4.2.1.
Analyzing our organizational Ship
2.4.2.2. Understanding the Drivers of Change Model
2.4.2.3. Applying a resource-based view analysis
2.4.2.4. Mapping your internal value chain
2.4.2.5.
Identifying competitive differentiators
2.4.2.6. Evaluating the internal environment/culture, people/human resources/skills, systems/processes, and organizational structure
2.4.2.7. Auditing internal capabilities
2.4.2.8. Profiling and benchmarking capabilities
2.4.2.9. Identifying strengths by function
2.4.2.10.
Recognizing vulnerabilities
Day Two, Planning For Success
3.
Planning Long-term Strategies for Organizational
Competitiveness,
3.1.
Using
the Drivers of Change to our advantage
3.1.1.Leveraging
people
3.1.2.Designing the organizational structure
3.1.3.Improving
the internal environment
3.1.4.Improving
systems and processes
3.2.
Getting
the biggest bang for our buck
3.2.1.Analyzing
gaps between current and needed analysis
3.2.2.Using
systems thinking to find delays
3.2.3.Identifying
Strategic Options
3.2.3.1.
Evaluating factors for choosing strategy
3.2.3.2.
Choosing strategies to meet stakeholder expectations
3.2.3.3.
Mapping
strategies to product or market life cycle
3.2.3.4.
Aligning strategies with capabilities of the organization
3.2.3.5.
Selecting appropriate strategic models
3.2.3.6.
Identifying sources of competitive advantage
3.2.3.7.
Pruning
Organizations and analyzing mergers and
acquisitions
3.2.3.8.
Leveraging the power of expansion strategies
3.2.3.9.
Pursuing global strategies for sourcing, operations, and marketing
3.2.3.10.
Overcoming barriers through innovation
3.2.3.11.
Leveraging the network effect
3.2.3.12.
Entering new markets
3.3.
Formulating strategic plans to improve competitiveness,
3.3.1.Crafting
an action plan to implement strategy
3.3.2.Assessing
the feasibility of alternatives
3.3.3.Analyzing
and evaluating our options
3.3.4.Ensuring
participation and buy-in
3.3.5.Satisfying
stakeholder requirements
3.3.6.Conducting
gap analysis
3.3.7.Assessing
organization characteristics relevant to strategy execution
3.3.8.Determining
gaps between current and needed characteristics
3.3.9.Closing
the gaps through targeted practice
3.3.10.
Linking
strategy to actions
3.3.11.
Responsibilities of strategic plan formulation
3.3.12.
Designing the operating unit plan
3.3.13.
Establishing appropriate milestones
3.3.14.
Managing culture, human resources, skills, processes & structure for strategy
execution
3.3.15.
Initiating programs and projects from strategy
Day Three, Executing Our Strategy and Mastering Change
4.
Executing Our Strategy
4.1.
Delivering results through a full Systems Approach to business, people,
and processes,
4.2.
Empowering others to pull your organization forward with the Seven Attributes
of Excellent Management,
4.2.1.Growing
Leaders and Empowering People
4.2.2.Building a Winning Culture
4.2.3.Improving
Customer Relationships
4.2.4.Building
People and Teams
4.2.4.1.
Motivation
4.2.4.2.
Linking
rewards to performance
4.2.5.Developing
Skills, Core Competencies, and Problem Solving
4.2.6.Using
the Seven Steps to Measuring Performance
4.2.6.1.
Understanding the rules
4.2.6.2.
Knowing
the goals
4.2.6.3.
Discovering the criteria related to the goals
4.2.6.4.
Establishing Key Performance Indicators (KPIs)
4.2.6.5.
Collecting data
4.2.6.6. Analyzing data
4.2.6.7.
Using
our findings
4.2.7.Improving
Continuously and Mastering Change
4.3.
Moving
strategy to action
4.3.1.Maximizing
results with applied processes
4.3.2.Adapting budgeting and planning systems
4.3.3.Establishing
and maintaining communications
4.3.4.Designing
effective information systems
4.3.5.Organizing
a structure to execute strategy
4.4.
Monitoring and controlling results
4.4.1.Designing
real-time metrics to monitor progress
4.4.2.Monitoring
progress with real-time
4.4.3.Sensing
and responding to change
4.4.4.Dimensions
of strategic control
4.4.5.Detecting
changes in assumptions
4.4.6.Coping
with a dynamic environments
4.4.7.Adjusting
for unanticipated events