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Strategic Planning for RESULTS
Best practices based on the direct observations
of thousands of RESULTS.com client firms
Pr...
18,446,744,073,709,551,615
“We’re in the second
half of the chessboard”
“In short, software is eating the world.”
“The digital era will dwarf what
occurred in the information era.
It’ll be a brutal disruption,
the majority of companies ...
“Business is going to change more
in the next 10 years than it has
in the last 50”
“It is not the strongest who survive,
nor the most intelligent,
but the ones most responsive to change”
“You need to operate with one eye focused on
the short-term, and one eye focused on the long-term.
Short-term planning is ...
Often, this demands bold, disruptive strategic moves”
“Long-term planning is not performance improvement.
It is about forg...
3 to 5 Year Strategic Moves
"If you’re planning over a 3 year time horizon,
you're competing against a lot of people.
But if you're willing to invest ...
“You need to clearly explain
the top 3 things the
company is working on.
If you can't,
then you're not leading well”
Industry Analysis
Questions / Answers:
#RealStrategy || @RESULTSdotcom
“The questions
remain the same.
It’s the answers
that keep changing”
Questions / Answers:
#RealStrategy || @RESULTSdotcom
Questions / Answers:
#RealStrategy || @RESULTSdotcom
Rivalry between existing competitors
Who are your Key Competitors now? (the “players”)
What moves are they likely to make? Any Threats? Opportunities?
( Indust...
New Entrants
What New Entrants could disrupt you?
Any Threats? Opportunities?
( Industry barriers / Capital requirements / Learning req...
Substitutes
What Substitute products / services could disrupt you?
Any Threats? Opportunities?
( Technology changes / Industry structu...
Suppliers
“Who” or “What” do you need to
pay to run your business?
Who are your Key Suppliers? What moves are they likely to make?
Any Threats? Opportunities?
( Cost of supplies / Negotiati...
Customers
“An excessive customer focus
prevents firms from creating new markets
and finding new customers
for the products of the fu...
“Asking customers what they want is a systemic flaw.
Customers can’t say what new product would be
desirable three years f...
Strategic Focus
What do your target
customers value most?
Value Discipline
(Generic Strategy)
Company examples
Low cost
Co...
Who are your Key Customers? What moves are they
likely to make? Any Threats? Opportunities?
( Customer demographic and psy...
Political and Regulatory Factors
What political factors / laws / regulations are likely to impact you?
Any Threats? Opportunities?
( Industry specific regu...
Economic Factors
What economic factors / changes in buying behaviors
are likely to impact you? Any Threats? Opportunities?
( Economic growt...
Social Factors
“We live in a culture that
discourages empathy.
A culture that too often tells
us our principle goal in life is
to be rich...
STANDARDIZED
Industrial age
work
CUSTOMIZED
Network age
work
LABOUR:
obedience
systems
processes
productivity
TALENT:
init...
“We are going to have to
reinvent management; the way
we lead, we plan, we organise,
we hire, we motivate...because
today,...
Baby Boomer
1946 -1964
Generation X
1965 - 1980
Millennial / Gen Y
1981 - 2000
Key life influences Cold War nuclear threat...
What social factors / trends / attitudes / behaviors
are likely to impact you? Any Threats? Opportunities?
( Demographic t...
Technology Factors
What technological factors / trends / are likely to impact you?
Any Threats? Opportunities?
(New technologies / Rate of te...
“Many managers do not
understand the importance
of having a clear strategy.
Strategy is about
making trade-offs.
The essen...
“You need to clearly explain
the top 3 things the
company is working on.
If you can't,
then you're not leading well”
What are the top 3 long-term strategic moves
to position your firm for future industry success?
(will be implemented withi...
RESULTS.com - One Page Strategic Plan
★ Research your early adopter customers
★ Subscribe to thought leaders who comment on industry trends
★ Attend industry co...
“However beautiful the strategy,
you should occasionally
look at the results”
“However beautiful the strategy,
you should ...
Thank you for your time!
Strategic Planning for RESULTS
Best practices based on the direct observations
of thousands of RESULTS.com client firms
Pr...
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
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Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
Sovereign Insurance - Strategic Planning for RESULTS - SovNet
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Sovereign Insurance - Strategic Planning for RESULTS - SovNet

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Strategic Planning for RESULTS - Lessons learned from working with thousands of SMB clients

Stephen Lynch is the Head of Strategy and Consulting at RESULTS.com. He is a “Kiwi” (New Zealander) living in San Francisco.

RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.

To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in this presentation.

Publié dans : Business
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Sovereign Insurance - Strategic Planning for RESULTS - SovNet

  1. 1. Strategic Planning for RESULTS Best practices based on the direct observations of thousands of RESULTS.com client firms Presenter: Stephen Lynch Role: Head of Strategy & Consulting at RESULTS.com Email: Stephen.Lynch@Results.com Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/insurance
  2. 2. 18,446,744,073,709,551,615
  3. 3. “We’re in the second half of the chessboard”
  4. 4. “In short, software is eating the world.”
  5. 5. “The digital era will dwarf what occurred in the information era. It’ll be a brutal disruption, the majority of companies today will not exist in a meaningful way 10 to 15 years from now.”
  6. 6. “Business is going to change more in the next 10 years than it has in the last 50”
  7. 7. “It is not the strongest who survive, nor the most intelligent, but the ones most responsive to change”
  8. 8. “You need to operate with one eye focused on the short-term, and one eye focused on the long-term. Short-term planning is about improving your current business, & meeting the needs of today’s customers.”
  9. 9. Often, this demands bold, disruptive strategic moves” “Long-term planning is not performance improvement. It is about forgetting the past and reshaping your business to compete more effectively in the future.
  10. 10. 3 to 5 Year Strategic Moves
  11. 11. "If you’re planning over a 3 year time horizon, you're competing against a lot of people. But if you're willing to invest on a 7 year time horizon, you're competing against a fraction of those people, because very few companies are willing to do that. We can't realize our potential as people or as companies unless we plan for the long term."
  12. 12. “You need to clearly explain the top 3 things the company is working on. If you can't, then you're not leading well”
  13. 13. Industry Analysis
  14. 14. Questions / Answers: #RealStrategy || @RESULTSdotcom
  15. 15. “The questions remain the same. It’s the answers that keep changing”
  16. 16. Questions / Answers: #RealStrategy || @RESULTSdotcom
  17. 17. Questions / Answers: #RealStrategy || @RESULTSdotcom
  18. 18. Rivalry between existing competitors
  19. 19. Who are your Key Competitors now? (the “players”) What moves are they likely to make? Any Threats? Opportunities? ( Industry life cycle: introduction > growth > maturity > decline / Industry growth rate / Industry profitability / Number of competitors / Market share / Capital requirements / Globalization / Commoditization / Cost advantages / Economies of scale / Friendly vs. Aggressive competition) List your answers below:
  20. 20. New Entrants
  21. 21. What New Entrants could disrupt you? Any Threats? Opportunities? ( Industry barriers / Capital requirements / Learning requirements / Access to supplies / Access to distribution / Performance vs. incumbents / Perceived differentiation in customers’ mind / Loyalty to incumbents / Switching costs / Retaliation by incumbents / “Innovator’s dilemma”) List your answers below:
  22. 22. Substitutes
  23. 23. What Substitute products / services could disrupt you? Any Threats? Opportunities? ( Technology changes / Industry structure changes / Availability of substitutes / Performance of substitutes / Perceived differentiation in customers’ mind / Switching costs / Customer desire to seek out alternative solutions to satisfy their need) List your answers below:
  24. 24. Suppliers
  25. 25. “Who” or “What” do you need to pay to run your business?
  26. 26. Who are your Key Suppliers? What moves are they likely to make? Any Threats? Opportunities? ( Cost of supplies / Negotiating power of suppliers / Access to alternative sources of supply / Switching costs / Forward integration – supplier becomes competitor) List your answers below:
  27. 27. Customers
  28. 28. “An excessive customer focus prevents firms from creating new markets and finding new customers for the products of the future. They unwittingly bypass opportunities.”
  29. 29. “Asking customers what they want is a systemic flaw. Customers can’t say what new product would be desirable three years from today. New ideas are generated by imagination, risk, trial & error by the producer.”
  30. 30. Strategic Focus What do your target customers value most? Value Discipline (Generic Strategy) Company examples Low cost Consistency Speed No hassles Operational Excellence Southwest Airlines, Walmart, Fedex State of the art Products and Services Product Leadership Apple, Gillette, BMW Customized products Personalized solutions Customer Intimacy Zappos, Nordstrom, Ritz Carlton
  31. 31. Who are your Key Customers? What moves are they likely to make? Any Threats? Opportunities? ( Customer demographic and psychographic description / Power to dictate prices or terms / Ability to influence other customers / Customer reviews / Perception of differentiation between vendors / Loyalty / Switching costs / Backward integration – customer becomes competitor) List your answers below:
  32. 32. Political and Regulatory Factors
  33. 33. What political factors / laws / regulations are likely to impact you? Any Threats? Opportunities? ( Industry specific regulations / political spectrum left vs. right / political stability / laws / taxes / trade policy / wars / environmental issues / health / safety / consumer laws / employment laws) List your answers below:
  34. 34. Economic Factors
  35. 35. What economic factors / changes in buying behaviors are likely to impact you? Any Threats? Opportunities? ( Economic growth / interest rates / exchange rates / inflation / availability of credit / investor interest in your industry / discretionary spending changes in customer purchasing habits / use of debt and leverage vs. more frugal spending / new forms of payment) List your answers below:
  36. 36. Social Factors
  37. 37. “We live in a culture that discourages empathy. A culture that too often tells us our principle goal in life is to be rich, thin, young, famous, safe and entertained”
  38. 38. STANDARDIZED Industrial age work CUSTOMIZED Network age work LABOUR: obedience systems processes productivity TALENT: initiative innovation creativity passion Management 1.0 Management 2.0
  39. 39. “We are going to have to reinvent management; the way we lead, we plan, we organise, we hire, we motivate...because today, organisations are facing a set of challenges that are truly unprecedented"
  40. 40. Baby Boomer 1946 -1964 Generation X 1965 - 1980 Millennial / Gen Y 1981 - 2000 Key life influences Cold War nuclear threat, NASA moon landing, Vietnam, Civil rights, Hippie culture AIDS, Divorce, MTV, Cold War ending, Personal computer, Microsoft Internet, Always connected, Share everything online, Facebook, Apple and Google Work environment Long hours, Office only Formerly Office, Increasingly working from home Office, Home, Wherever, Desires flexible work hours Work ethic Workaholic, Quality focus, Team player Clear direction, Get tasks done, Self reliant, Free agent Entrepreneurial, Variety, Multitasking, What’s next? Management style Hierarchy, Chain of command Everyone should manage themselves, Challenge people Collaboration, Consensus Personal Motivators Salary, Job title, Feeling valued and respected Money, Freedom, Break the rules and do it your own way Meaningful work,Maintain personal life, Training, Mentoring Mentoring Does not like feedback. Does not take negative feedback very well Does not think feedback is necessary. Will ask for it they want it Wants frequent management feedback, Feedback on demand at the push of a button Internal communication Face to face meetings focused on process, Memos Face to face meetings focused on results, Emails Face to face participative discussions, Emails, Collaboration software Client communication Face to face, Phone Face to face, Phone, Email Email, Social Media, Instant messaging Career Goals Climb the ladder at one company, Job security Build transferable career with variety of skills & experiences, Build a business. Build several parallel careers or businesses simultaneously
  41. 41. What social factors / trends / attitudes / behaviors are likely to impact you? Any Threats? Opportunities? ( Demographic trends / career attitudes / health issues / environmental concerns / communication styles / social behaviors / online behaviors / media consumption / cultural differences / generational differences / income equality / society’s evolving attitudes, values & beliefs) List your answers below:
  42. 42. Technology Factors
  43. 43. What technological factors / trends / are likely to impact you? Any Threats? Opportunities? (New technologies / Rate of technology adoption / Impact of internet and mobile / Social media / New devices & interfaces / Jobs replaced by technology / Business models disrupted by technology) List your answers below:
  44. 44. “Many managers do not understand the importance of having a clear strategy. Strategy is about making trade-offs. The essence of strategy is choosing what NOT to do.”
  45. 45. “You need to clearly explain the top 3 things the company is working on. If you can't, then you're not leading well”
  46. 46. What are the top 3 long-term strategic moves to position your firm for future industry success? (will be implemented within the next 3-5 years) 3-5 Year Strategic Move Person Accountable 1. 2. 3.
  47. 47. RESULTS.com - One Page Strategic Plan
  48. 48. ★ Research your early adopter customers ★ Subscribe to thought leaders who comment on industry trends ★ Attend industry conferences ★ Learn from other industries - peer networks ★ Conduct thorough industry analysis at least every 12 months ○ Porter’s 5 Forces + PEST ○ Survey your staff to get their input ★ The questions remain the same. The answers keep changing ★ Strategy requires tradeoffs. What are you NOT going to do? ★ Sniff Test - Would doing the opposite also be a valid strategy? ★ Review strategy every quarter - does it still make sense? 3 to 5 yr Strategic Moves - best practices
  49. 49. “However beautiful the strategy, you should occasionally look at the results” “However beautiful the strategy, you should occasionally look at the results”
  50. 50. Thank you for your time!
  51. 51. Strategic Planning for RESULTS Best practices based on the direct observations of thousands of RESULTS.com client firms Presenter: Stephen Lynch Role: Head of Strategy & Consulting at RESULTS.com Email: Stephen.Lynch@Results.com Linkedin: linkedin.com/in/stephengeoffreylynch Slides: results.com/slides Software Demo: results.com/insurance

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