Strategy 101. From Planning to Practice

Transcription

1 Strategy 101 From Planning to Practice

2 Introductions! Your name?! With which market are you connected?! How are you involved?! Why are you here and what are you hoping to get from the day?

3 Our Day Today 12:00 12:20 Introduction 12:20 1:00 Strategy and Strategic Thinking: An Overview 1:00 2:00 Mission and Strategy 2:00 3:00 LUNCH 3:00 4:00 Knowing Where You Are: Environmental Scanning 4:00 4:45 Setting a Course 4:45 5:00 BREAK 5:00 5:45 From Here to There: The Way Forward 5:45 6:30 Tracking and Evaluation 6:30 7:00 Closing Thoughts

4 What is Strategy?! Military origins! Adapted by the business world in the 1950s! Re-think started in the 1990s

5 Strategic Planning or Strategic Thinking?! Who are we?! Where are we?! Where do we want to go?! How do we get there?! How will we know when we ve arrived?

6 How do we prepare?! Is it important?! When is the right time?! Who needs to be involved?! What are the potential obstacles?! Can we do this on our own?

7 Who are we?! What is our purpose and how do we believe we can make a difference?! What is our mission?! What are we here to do and why is it important?

8 Mission Statement or Mission?! BCAFM mission statement: To support, develop and promote farmers' markets in British Columbia.! BCAFM mission: We dare to dream of a world where farming is synonymous with opportunity. We educate, engage and inspire people to create a vibrant farming sector in BC, one that nourishes and supports our natural environment and communities.

9 Key Elements of Mission! Purpose! Core Values! Primary Goals! Vision

10 Mission: SONY in the 1950s Purpose:! To experience the sheer joy of innovation and the application of technology for the benefit and pleasure of the general public. Core Values:! Elevation of Japanese culture and international status.! Being a pioneer, not following others.! Doing the impossible.! Encouraging individual ability and creativity.

11 Mission: SONY in the 1950s Primary Goal:! Become the company most known for changing the worldwide poor quality image of Japanese products. Vision:! We will create products that will be pervasive throughout the world.! We will be the first Japanese company to go into the U-S market and distribute directly.! We will succeed with innovations that U-S companies have failed at such as the transistor radio.! Fifty years from now our brand name will be as well known as any in the world and will signify innovation and quality that rival the most innovative companies anywhere.! Made in Japan will mean something fine, not something shoddy.

12 Where are we?! Who are our customers and what do we know about them?! What do we know about the environment in which we operate and interact with others?

13 ! Political Trends! Economic Trends! Socio-Cultural Trends! Technological Trends PEST Analysis

14 PEST Analysis! Political Trends - local, provincial, and national - declining civic engagement - other political trends?

15 PEST Analysis! Economic Trends - growing income inequality - rise of downward social mobility - hollowing out of the middle class

16 ! Socio-Cultural Trends PEST Analysis - population and demographic profile - public opinion, social attitudes, and social taboos - other socio-cultural trends?

17 PEST Analysis! Technological Trends - social media and the internet - emerging technologies - other technological trends?

18 ! Group Graffiti Exercise PEST Analysis

19 SWOT Analysis! Strengths! Weaknesses! Opportunities! Threats

20 SWOT Analysis! Strengths - what advantages do we possess? - what do we do better than anyone else? - what do our stakeholders see as our strengths?

21 ! Weaknesses SWOT Analysis - what could we improve on? - what should we avoid? - what makes us less effective than we could be? - what do our stakeholders see as our weaknesses?

22 ! Opportunities SWOT Analysis - what trends are we aware of that could bode well for us? - where do the opportunities lie?

23 SWOT Analysis! Threats - what obstacles do we face? - do any of the trends identified in the preceding PEST analysis concern us? - could any of the weaknesses we identified seriously threaten our market?

24 ! Group Graffiti Exercise SWOT Analysis

25 Pause and Reflect! What s missing from this picture so far?! What is it we re not seeing?! What do we need more clarity about?! How would we go about finding out about that?

26 Where do we want to go?! In light of what we know, what are the 3-5 greatest opportunities we can take advantage of?! What are the 3-5 most critical issues we need to address?! What things can we influence and what things can t we change?

27 Goal Setting! What impact are we trying to achieve?! What are the relationships between goals?! Are our goals consistent with our mission?! How do we rank these goals in order of importance and is there broad agreement on the priority ranking?

28 Setting SMART Goals! Specific! Measurable! Achievable! Relevant! Time-Related

29 Polarity Management People Upstream Concerns Long Term Centralization Customization Cost Care of Employees Task Responding to Market Shifts Strategically Focused Profits Downstream Concerns Near Term Decentralization Standardization Quality Care of Customers Relationship Creating a Market Tactically Focused

30 Polarity Mapping Stability Change

31 Polarity Mapping predictability ability to build momentum on current work leveraging strengths more work, less talk avoids unnecessary risk comfort in doing it the old way I like things the way they are Stability boring competitors will leap frog us neglecting the long term picture territoriality & silos restrict us moving to the lowest common denominator hiding from naming things that are broken fresh new ideas innovation exciting can capture new market fixing what is broken renewed energy learning and growing building capacity for more Change risky too many meetings, no time to work overwhelming loss of focus a lot of energy needed someone might be out of a job fixing things that aren t broken

32 How do we get there?! Execution Goals Indicators Actions

33 Framing the Way Forward Indicators Measure of Performance Target of Performance Date for Target Achievement Current Performance

34 Actions Framing the Way Forward Action Who is Responsible Date for Completion

35 Framing the Way Forward! Which strategies will yield a significant impact with minimal resources?! What are the most critical strategies, and what is the priority ranking?! What resources financial and human are required?! Do we have the capacity to execute successfully?! Who is responsible for overall implementation?

36 How will we know when we ve arrived?! How will we measure our success?! What process will we put in place to follow and measure progress of our actions?! Are our plans flexible enough to accommodate course corrections?! Who do we have to keep informed in order to achieve our goals, and how will we do that?

37 More Questions?! What are the top 2 or 3 things that must go right for our strategy to work?! If we pursue this strategy, what are we deciding NOT to do?! What specific capabilities will we need to develop in order for this plan to succeed?

38 Your Questions?