This document provides an overview of strategic thinking and analysis techniques. It discusses performing internal and external analyses to understand an organization's current position. Key frameworks covered include SMART goals, playing field analysis considering factors like time and money, and analyzing external DESTEPL factors related to demographics, economics, technology, etc. The document also discusses strategic planning, stakeholder analysis, and using tools like SWOT analysis to identify improvements. The overall summary is that the document outlines various frameworks and techniques for conducting a strategic analysis of an organization to understand its current position and identify opportunities.

1. Focus
Strategic Thinking

2. Gustaaf Vocking MSc MBA
Ø Master of Econometrics
Ø Bachelor of Business information science
Ø Psychology and post Doc didactic skills
Ø Executive MBA (Nyenrode, Kellogg and Stellenbosch)
Ø Entrepreneur since age of 15
Ø Management Coach/Consultant/Trainer
Ø Leadership/Communications/Brain skills
Ø Managers/Professionals/Experts
Ø Europe & USA
Ø >20 year Project & Program management experience
Ø >10.000 (senior) managers and experts

3. Strategic thinking focus

4. Strategic thinking focus
Goals: Playing field:
SMART InExt
Future Continuous

5. Quick and dirty
(aka ugly but useful)
Strategic Thinking

6. Quick Strategic analysis: Guesstimate
Structure: use framework
Process: show and execute
Drivers: no more than 7
Rough first: ball park is okay
Details later: state improvements
Knowledge first: what do you know?
Data later: how/where will you get it
Sensible: guessing assume + calculate

7. Recommended reading

8. Key questions
Strategic Thinking

9. Strategic analysis questions

10. Strategic analysis questions

11. Strategic analysis questions

12. Strategic analysis questions

13. Strategic analysis questions

14. Strategic analysis via questions

15. Analysis of the ISST
(taking into consideration the passed and
with an eye out for trends for the future)
Strategic Thinking

16. Playing field organization: InExt analysis
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

17. Playing field organization: InExt analysis
External:
q Market analysis
q DESTEPEL analysis
q …

18. Playing field organization: InExt analysis
Internal & External:
q Stakeholder analysis
Internal v.s. External:
q SWOT analysis

19. Strategic analysis: Where are we now

20. Strategic analysis: Where are we now
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …
External:
q Market analysis
q DESTEPEL analysis
q …

21. Strategic analysis: Where are we now

22. Strategic analysis: Where are we now

23. Strategic analysis: Where are we now
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

24. Strategic analysis: Where are we financially
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

25. Strategic analysis: Where are we financially
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

26. Strategic analysis: Where are we financially

27. Strategic analysis: Where are we financially
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

28. Strategic analysis: Where are we financially
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

29. EBITDA
EBIT
EBT
Net
Income
Strategic analysis: Where are we financially

30. Strategic analysis: Where are we financially
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

31. Cost
Strategic analysis: Where are we financially
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

32. Cost
Strategic analysis: Where are we financially

33. Strategic analysis: Where are we financially
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

34. Income
Operations
Finance
Investments
Strategic analysis: Where are we financially
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

35. Strategic analysis: Where are we now
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

36. Strategic analysis: Where are we

37. Strategic analysis: Where are we now
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

38. Strategic analysis: Portfolio analysis

39. Strategic analysis: Portfolio analysis

40. Strategic analysis: Portfolio analysis

41. Strategic analysis: Portfolio analysis

42. Strategic analysis: Where are we now
Internal:
q Financial analysis
q 7S analysis
q Portfolio analysis
q …

43. Strategic analysis: Where are we now

44. Strategic analysis: Where are we

45. Strategic analysis: Where are we External:
q Market analysis
q DESTEPEL analysis
q …

46. Strategic analysis: Where are we External:
q Market analysis
q DESTEPEL analysis
q …

47. Strategic analysis: Where are we
Market size
Market segments
Market share
Customer mix
Spender group
Competitors
Competition influence

48. Strategic analysis: Market size

49. Strategic analysis: Market segments

50. Strategic analysis: Customer mix

51. Strategic analysis: Spender group

52. Strategic analysis: Competitors

53. Strategic analysis: Competitors

54. Strategic analysis: Competitors

55. Strategic analysis: Competitors

56. Strategic analysis: Competitors perception map

57. Strategic analysis: Competitors value map

58. Strategic analysis: Where are we External:
q Market analysis
q DESTEPEL analysis
q …

59. Strategic analysis: Where are we
E
L
E
S
D
P
T
E
Demographics
Economic
Sociological
Technological
Ecological
Political
Ethical
Legal

60. Strategic analysis: Where are we External:
q Market analysis
q DESTEPEL analysis
q …

61. Strategic analysis: Where are we now

62. Strategic analysis: Stakeholder analysis
Employees
Owners/share holders
Customers
Suppliers
Government
Society
Competitors
…

63. Strategic analysis: Stakeholder analysis
Employees
Owners
Customers
Suppliers
Government
Society
Competitors
…

64. Strategic analysis: Stakeholder analysis
Employees
Owners
Customers
Suppliers
Government
Society
Competitors
…

65. Strategic analysis: Stakeholder analysis
Employees
Owners
Customers
Suppliers
Government
Society
Competitors
…

66. Strategic analysis: Stakeholder analysis
Employees
Owners
Customers
Suppliers
Government
Society
Competitors
…

67. Strategic analysis: Stakeholder analysis
Employees
Owners
Customers
Suppliers
Government
Society
Competitors
…

68. Strategic analysis: Stakeholder analysis
Employees
Owners
Customers
Suppliers
Government
Society
Competitors
…

69. Strategic analysis: Stakeholder analysis
Employees
Owners
Customers
Suppliers
Government
Society
Competitors
…

70. Strategic analysis: Where are we now

71. Internal versus external analysis

72. Strategic analysis: Where are we

73. SWOT to Improve
Do less of Quit
Do more of Start
ImprovementsCombine the top 3s

74. SWOT shortcomings
Ø Focus on past
Ø Tempts navel gazing
Ø Risk management focus
Ø Gradual improvements
Ø Static snap shot
Ø Requires discipline and
honesty

75. …in projects
Strategic Thinking

76. Playing field project: TOQFIM
q Time
q Organization
q Quality
q Facilities
q Information
q Money

77. Eliciting Playing field
Time
q How much time is really available
if needed?
q How much time do the persons
involved really have available?

78. Eliciting Playing field
Organization
q Who is on the team?
q Who is involded (in)directly?
q How do we do that?
q Responsibilities/Authorizations?
q Backup persons/plans?

79. Eliciting Playing field
Quality
q What quality aspects are there?
q How strict are these? En welke
minimale vereisten zijn er?

80. Eliciting Playing field
Facilities
q What technology/systems/work spaces
/work aids/etc. are available (under what
conditions)?
q How do we get other/extra facilities if
needed?
q Backup solutions?

81. Eliciting Playing field
Information
q What information (not data!) is
required?
q What information (not data!) is
available? How? How soon?

82. Eliciting Playing field
Money
q Where do we get money to finance (and
at what cost)?
q How do we make money?
q What are our costs (variable/fixed) and
our the available budget?
q What changes could occur in this
respect? What then?

83. Shaping the future
Strategic Planning

84. Strategic thinking focus
Goals: Playing field:
SMART InExt
Future Continuous

85. SMART goals
q Specific
q Measurable
q Ambitious
q Realistic
q Time phased

86. Eliciting SMART goals
Specific
q What would make this project a
success (for you)?
q What do you want to achieve (in
concrete terms)?
q How do you know you have
succceeded?

87. Eliciting SMART goals
Measurable
q What is the thermometer, what
does it read at the start, and what
after the succesful completion?
q What can this be objectively
compared to?

88. Eliciting SMART goals
Ambitious
q Why has this not yet been
achieved/done?
q How hard is it on a scale from 0 to
10?
q How proud will it make you if your
achieve this?

89. Eliciting SMART goals
Realistic
q What risks are there?
q What is your estimation of the
chance of success (0 tot 100%)?

90. Eliciting SMART goals
Time
q When is the deadline for this?

91. Strategic analysis
Strategische Planning

92. Strategic planning

93. Positive strategy

94. SWOTAR to Improve
Combine the top 3s

95. Demographics:
✓ Groups (e.g. age, gender, race, family size etc.)
✓ Typical behavioral patterns
✓ Personas
Economic:
✓ Stage of a business cycle
✓ Current and projected economic growth, inflation and interest rates
✓ Unemployment and supply of labor
✓ Labor costs
✓ Levels of disposable income and income distribution
✓ Impact of globalization
✓ Likely impact of technological or other changes on the economy
✓ Likely changes in the economic environment
DESTEPL

96. Sociological:
✓ Cultural aspects, health consciousness, population growth rate, age distribution,
✓ Organizational culture, attitudes to work, management style, staff attitudes
✓ Education, occupations, earning capacity, living standards
✓ Ethical issues, diversity, immigration/emigration, ethnic/religious factors
✓ Media views, law changes affecting social factors, trends, advertisements,
publicity
Technological:
✓ Maturity of technology, competing technological developments, research
funding, technology legislation, new discoveries
✓ Information technology, internet, global and local communications
✓ Technology access, licensing, patents, potential innovation, replacement
technology/solutions, inventions, research, intellectual property issues, advances
in manufacturing
✓ Transportation, energy uses/sources/fuels, associated/dependent technologies,
rates of obsolescence, waste removal/recycling
DESTEPL

97. Environmental:
✓ Ecological
✓ environmental issues, environmental regulations
✓ customer values, market values, stakeholder/ investor values
✓ management style, staff attitudes, organizational culture, staff engagement
Political:
✓ Government type and stability
✓ Freedom of the press, rule of law and levels of bureaucracy and corruption
✓ Regulation and de-regulation trends
✓ Social and employment legislation
✓ Tax policy, and trade and tariff controls
✓ Environmental and consumer-protection legislation
✓ Likely changes in the political environment
DESTEPL

98. DESTEPL
Legal:
✓ current home market legislation, future legislation
✓ European/international legislation
✓ regulatory bodies and processes
✓ environmental regulations, employment law, consumer protection
✓ industry-specific regulations, competitive regulations

99. The main problem with these external DESTEPL factors is that
they are continuously changing
Therefore DESTEPL analysis should include a thorough analysis
of what is affecting the organization or a project Now, and
what is likely to affect it in the Future
The result of a DESTEPL analysis is usually a list of positive and
negative factors that are likely to affect a project
✓ However, by themselves, theses factors they mean very little
✓ It is important to bear in mind, that DESTEP analysis requires
careful Application of results
Issues of concern

100. Other forms of PEST - PESTLE, PESTLIED, STEEPLE and SLEPT:
Some people prefer to use different flavors of PEST analysis, using other
factors for different situations. The variants are:
PESTLE/PESTEL: Political, Economic, Sociological, Technological, Legal,
Environmental;
PESTLIED: Political, Economic, Social, Technological, Legal, International,
Environmental, Demographic;
STEEPLE: Social/Demographic, Technological, Economic, Environmental,
Political, Legal, Ethical; and
SLEPT: Social, Legal, Economic, Political, Technological
Similar analysis

101. Bonus slides over innovation, hype en change
Strategische Planning

102. Waves of innovation

103. Innovation lovers?
3,5% 12,5% 34 % 34 % 16 %

104. Innovation lovers?
3,5% 12,5% 34 % 34 % 16 %

105. Why the innovation sceptics are right?

106. Why the innovation sceptics are wrong?

107. Why the innovation sceptics are wrong?

108. Persuasion
Strategic Soft skills

109. Determine what you
want ánd why
Determine what they
want ánd why
Synergize to get all
what they really want
0.
1.
2.
3 step persuasion

110. Power
Strategic Soft skills

111. Power play
Formal power
Informal power

112. Power sources

113. Sources of power: Legitimate power

114. Sources of power: Reward power

115. Sources of power: Coercive power

116. Sources of power: Referent power

117. Sources of power: Expert power

118. Questions?
@GustaafVocking
GustaafVocking
Gustaaf.Vocking@power2improve.com