We are a relatively small business, with a very collaborative and inclusive culture whereby the senior management (14 people) are responsible for developing their departmental strategy on a quarterly basis.
However, this year we shall be asking them to develop a 12 month strategy for their area of responsibility.
We shall communicate the business' vision and overall strategy (i.e. target figures and key areas to concentrate on) but I'd like to put together a workshop that will help them with this process.
I'd be grateful if anyone would share their ideas and/or experiences with me.
Thank you
5 Responses
Here’s what we did…
Hi Sarah,
Having done something similar recently, allow me to share our broad process…
Starting point for each manager is a SWOT/PESTLE analysis, involving a number of their direct reports… With heavy reference to KPIs.
Note on KPIs – a KPI is a variable or measure that when you get the data for it, makes it very much easier for you or any other involved person, to decide what you & others need to do next in order to get closer to the desired outcome.
And yes, that means that last month’s sales figures are not a KPI, and probably neither are the forecasted next quarter’s sales figures, not by themselves, anyway… I did have to spend a little time with them on KPIs…
I introduced a 4 element cycle, starting at the top. The top level team do some FORECASTING, around which they develop PLANS, and engage with a CONTROL loop to implement these plans, and then finish with a REPORTING loop to pick up the feedback from the CONTROL element and use it to inform the next cycle of FORECASTING.
The Plans from this level form the basis of FORECASTING for the next level down. The same process is followed at that level, and so on. The REPORTING element at this next level down gives its output to the CONTROL element of the level above (still with me?).
To bring a little extra structure to the proceedings, and a little more ‘scoring’ I used the essence of HOSHIN planning and ‘policy deployment’ – Google it, there’s stacks available.
During the workshops I used the philosophy and toolset of Solutions Focus to enable the participants to remain focused, deal constructively with constraints and conflict, and to keep energy levels up as well as natural motivations to carry through on plans… more at http://www.sfwork.com
This cycle of FPCR etc is on-going, and naturally cascades data and direction downwards while bringing up important data from the ‘coal face’… and formally revisited quarterly…
It sounds like a lot of work, but it doesn’t feel like it!
Happy to discuss further offline…
Cheers
Martin
disney strategy
Hi Sarah
I have used the Disney Strategy before and this is quite a different and creative way of identifying a vision etc. I have a workshop outline on it if you would like me to send it to you.
Sue
Strategy
Sarah
You may find some useful ideas at http://virtual.nationalschool.gov.uk/strategyexchange
Graham
Disney Strategy
Hi Sue
Thanks very much for your response.
I like the idea of doing something creative (and keeping it simple) so I would be grateful if you could share with me your course outline.
My email address is sarah@prasad.it
Many thanks
Sarah
Translating strategy into tactical planning and action
We’ve found there is a lot of value in including a communication element into the strategic ‘vision’. The nature and clarity in how the strategic plan has been agreed adds a lot of value when cascading it down through the organisation; as much as explaining what needs doing, some ‘how’ and a little more ‘why’ goes a long way.