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Make/Strategy/Work Confidential information
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Make/Strategy/Work
Adriaan Zijlstra
adriaanzijlstra@bergtc.nl
06-51071131

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Introduction
: Day-to-day operations and activities absorb so much time that only few
take (enough) time to review and plan for future succes
: It pays to spend (more) time on formulating a crisp and authentic vision
and mission statement
: The speed at which our business environment changes brings the cycle
times of Strategy Development and Strategy Execution closer together.
There is a value in integrating these processes (to a certain level)
: For a succesfull strategy, do your homework first
: The importance of thought-through tactics is enormous, yet often
overseen when executing a strategy.
: Nothing can beat a team in charge of a mission it truly believes in
How can we help you to do better?

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Delivery to a vision
Opportunity to do even better
“Only few
companies have a
mission statement
in line with what
employees believe
and customers
see”
“Too many
companies have
a mission
statement
lacking goals
and strategic
planning”
“Any
company can
improve it's
(commercial)
bottom line
within 4
months”
MAKE / STRATEGY / WORK

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propose
(or review)
mission;
set goals
formulate
strategy
and tactics
examine
int. and
external
issues
summarize
findings
and make
SWOT
Input from
strategy or
review
results
execute
analyse
(org.) gap
develop
operational
plan, set
targets
3-5 years cycle:
Strategic planning cycle:
1 year cycle
Execution cycle:
Is your strategy crisp and clear and future proof?
Do you have an operational plan with clear measurable targets?
Does your operational plan deliver to your strategy?
Is your execution cycle aligned with your strategic planning cycle ?
2 critical processes for any organisation....
Strategic planning and execution

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..but terminology is often confusing
Understand┴aim┴release
Vision
Mission
Strategy
Tactics
Strategic planning
Execution
1. UNDERSTAND
3. RELEASE
2. AIM
The basic principle to plan for success:
1. You need to understand where you want to go and why (UNDERSTAND)
2. You need to plan how you can get there and what is needed to get it done (AIM)
3. You need to act to your plan: execute and monitor (RELEASE)
So how does this relate to commonly used terminology?
Leading to:

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Make/Strategy/Work
A pragmatic, sustainable way to improve the performance of your organisation
Make/Strategy/Work performance improvement process:
What is
on your
mind?
How and
what are
you doing
today?
Create
your
strategy
Prepare
for
delivery
Understand Aim & Release
identify clarify develop strategy develop tactics
Execute
implement
1. mission
2. int &ext. analysis
3. strategic choices +
lt targets & actions
: Execution integrated with strategy (update) to assure delivery to the mission
: thorough preparation of the organisation for succesful execution
Increasing cycle time

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Why and where do we (need to) break in?
Identify and clarify
What is on your mind:
-(better) performance?
-(more) growth?
-(unclear) future?
-(more) fun?
-...............
How you are doing today:
- Where do you want to go?  what is your vision
- How do you get there?  what is your strategy?
- What defines success?  what goals and targets
have your set?
- How did you do?  what did you learn
so far?
Before addressing a new strategy, we need to understand your business first:
tool: business model canvas

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Thinking through what you want and know
Develop your strategy
What is your mission? Does it fulfill a market need? Is it in line with
your ‘why’ and recognized by the organization? Do you have the
capabilities to deliver to that mission?
1. Start with Why: (re)define your mission
2. Do your internal and external analysis: what you
know, but not always think through?
3. Make your strategic choices and define your
actions to deliver to the strategy; define ambition
level and goals
- every year
- inform and involve the whole organization
.............
...
How
does
our
Porter
analysis
look
like?
What is
our
market
leaders
hip
model?
What
opportu
nities
do we
see to
accelera
te
growth
Who are
our
strategi
c
partners
?
.............
...
What is
the
maturity
of our
product
portfoli
o
What is
our
pricing
structur
e? How
do we
set
prices?
Who
sets
prices?
How do
we
allocate
costs?
Does
our
strategy
change
if we
change
this?
What is
our
brandin
g
strategy
? Do we
need (to
protect)
IP
Who are
our
competi
tors,
what is
their
VP?
What is
their
cost
level ....
What is
our
commu
nication
strategy
?
What
could
be
disrupti
ve
technol
ogies?
What
will be
the
future
needs
of our
custom
ers?
How
does
our
product
portolio
look
like?
Where
do we
need to
innovat
e?
PESTEL
and
SWOT
What is
our
purchas
ing
strategy
?
What
are the
dynami
cs in
the
value
chain?
Who is
value
chain
captain
? Where
do we
want to
be?
Who are
our
strategi
c
custom
ers?
How
profitab
le are
they?
How do
we
segmen
t them?
How do
we we
perform
financia
lly?
How
does
our
financia
l
waterfal
l look
like?
How do we do today? What works well,
what are challengesand what changes do
we see in our environment
What will be the effect on our business in the
future: what will be our strategic challenges?
Seeappendix1Seeappendix2
Product x
Deliver to
promise
Focus on key
winning
customers
Capturing
new
markets
Responsive and
cost effective
organization
Build &
empower
regions
Customer
first program Innovation
speed
Application y
EBIT
Innovation
sales
culture
change
(Avoid)
price
erosion
Program &
Portfolio
management
New-product
portfolio & know
why
Quality
Market
Intelligence
IA
Price elasticity
Sustain global
market
leadership
= key
project
Costs
.......
Joint
developme
nt
SHE&S
M&S
excellence
Emerging
economies
……..
Low cost
Seeappendix3

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Setting up for succesfull execution
Develop your tactics
• Before you go to a customer ACCOUNT PLANNING
How do you assure a succesfull deal with this customer? Who am I competing
with and what is his price point at this specific customer? What is my share of
wallet, where do I want it to be by the end of this year? Who are my key
stakeholders, what is their position and what makes them choose for us? .....
• Before you start a project PROJECT PLANNING
What is the scope of the project? When does it needs to be ready? Where is
the risk and what can I do upfront to mitigate this risks? How do I assure
flawless passing from design and engineering to implementation? Who do I
want to have in the team, who not? .......
• Before you start manufacturing PRODUCT PLANNING
What are the key resources I need and how do I secure them? What flexibility
do I need and what will I do in situations of over or under capacity? How do I
deal with break downs or a sudden change in produict portfolio?.......
• ....................
Now you have an overarching strategy, sit down and make it case-
specific before getting into action. Improve everytime you cycle!

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No excuse to loose
Execution
• Commit to the commitment
Nothing goes as planned. Have a culture that sees this as an opportunity
instead of an excuse
• Beat the good is good enough barrier; keep your head in the game
Nothing goes as planned and the business environment is evolving also.
Continuously aim for more than planned
• Be happy there is competition (and keep an eye on them)
Without (adequate) competiton, customers are much more reluctant to buy, so
be happy they are there and be respectful.
• Monitor, learn and adjust where necessary
Monitor performance and output on a regular basis and compare with your
original plan. Make sure you use the right metrics. Adjust when needed / when
possible.
• Keep all stakeholders in the loop
There is no value in being secretive about what everybody is going to know
anyway
Rigorlously execute what you have planned!

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Adriaan Zijlstra
adriaanzijlstra@bergtc.nl
06-51071131
Do what you love, love what you do
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