Anne Marie Smith, President of 60 Minute Strategic Plan, takes us through the 12 different steps of strategic planning.
Learn more about 60 Minute Strategic Plan at http://www.60minutestrategicplan.com/
Webinar video: http://www.youtube.com/watch?v=oh-mpWl_lHM
2. Earn Showcase Trust using
TrustedBusiness.com
T t dB i
TrustedBusiness.com is a totally FREE service to help y
y p you
earn and showcase trust.
Five easy steps:
1. Signup at TrustedBusiness.com
2. Create your business page
3. Promote among your customers/network to get endorsements
3 P t t / t kt t d t
4. Gain shields and badges to showcase trust
5.
5 Earn great perks from partners
Create your page today to claim your URL. There is no
downside. You will get many benefits including SEO, if you
have a page that is endorsed by many social identities.
3. 60 Minute Strategic Plan
g
Simple
Flexible
Can be
C b applied t any i
li d to issue llarge or small
ll
It’s a proven process that’s been used with
much success by over 10,000 businesses
since 1997
4. Strategic Planning
g g
Vision Reality
Intentions Results
Purpose Performance
THINKING
PLANNING
ACTING
5. Strategic Planning
g g
A course of action Productivity
to address Profitability
Revenues
problems or
Management succession
opportunities Market positioning
Identifies the Geographic expansion
desired vision and New products and
services
the objectives,
objectives
strategies, tactics,
measures,
measures and
actions
8. Issue
An opportunity for, or obstacle to growth
for to,
Which to choose?
Highest priority
Most impact
9. Strategic Issues…
g
Improve competitiveness
Create a customer benefit
Need t
N d extra effort or performance
ff t f
Ability to implement
10. Clues to Your Issues
Culture Customers
Purpose and direction People
Structure and Production
delegation Service
Information and
control
t l
Finances
11. Indigo, Inc.
g ,
200 employees
Employee average age = 43
30% will retire i 5 years
ill ti in
49% will retire in 10 years
They must prepare for the turnover and
loss of knowledgeg
12. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
14. Assumptions
p
Beliefs as to why your strategic issue is
important
Inaction Worst-case scenario Unsolved
Action Best-case scenario Solved
15. Assumptions…
p
Are reasons to finish regardless of the
obstacles
Answer: “Why are we spending the extra
Why
effort and resources?”
A your ROI
Are
16. $ Difference
Financial business impact over time
Rationalizes the ROI for diverting and spending
resources
$100K X 3 years = $300K
17. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
18. Indigo, Inc.
g ,
Unsolved:
• Declining skills and lost knowledge
• Lack of leadership
• Employees bored and may leave
S l d
Solved:
• Transfer of skills and knowledge
• Leaders developed
• Employees challenged and motivated
21. Values
Operating philosophies or principles that
guide an organization's conduct
• Integrity
• Customers are #1
• Risk Tolerance
• Results
• Open Communication
O C i ti
22. Values
Beliefs and behaviors needed to resolve
this specific issue
Example
Issue: Create an employee ownership equity
program
Value: Marketplace agility x
Value: Share the rewards
23. How Measured?
Measure = Manage
Example
• V l
Value: H
Happy E l
Employees
• How Measured?
R d
Reduce employee t
l turnover b 50%
by
Increase job satisfaction to 100%
Moral improved by 10% a year
24. Measuring Values
g
How do you know if your values are
exemplified by your workers if you don’t
measure them?
So, make sure you can measure your
values because you choose two to track
and measure in an upcoming step.
25. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
26. Indigo, Inc.
g ,
Effective and knowledgeable leadership
Personal accountability
Teamwork and cooperation
28. Vision
The best imaginable outcomes for the issue
AB FAB BHAGs
ABsolutely
FABulous
Big
y
Hairy
Audacious
Goals
Stretch
29. Currently Impossible
y p
You already be doing them if they weren’t
weren t
Don’t constrain yourself with realistic or
practical
AB FAB BHAGs
Doable
30. Quantify
y
Specific
Measurable
Ambitious
Reviewable
Time bound
If you don’t know, guess
If d ’t k
The more clear and precise your vision,
the more compelling
31. Vague vs. Quantifiable
g
Vague:
Increase revenue
Quantifiable:
Double sales force productivity in 3 years
from $200K to $
$ $400K p salesperson;
per p ;
gross margin no lower than 50%.
32. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
33. Indigo, Inc.
g ,
Create a formal cross training program by
cross-training
the end of Q1 2012
C t and i l
Create d implement a mentor program
t t
by end of Q2 2012
Reduce training redundancy by 50% by
end of Q3 2012
35. Customer Benefits
Customer payoff from the vision
Your company does not make money—it
provides products or services; in
exchange, customers pay you
C t
Customers validate your vision b
lid t i i by
investing in it (that is, your company)
They are, in effect the VC for your plan
36. Customer Benefits
Your vision must address your customers’
customers
needs
How do the outcomes for this strategic
issue measurably contribute to my
customers
customers’ success?
Quantify your customers’ ROI in your
vision. I it cheaper, f t and better? By
i i Is h faster, d b tt ? B
how much?
37. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
38. Indigo, Inc.
g ,
Answer questions in one phone call
Higher customer satisfaction than
competitors b 25% i one year
tit by in
40. Other Beneficiaries
Co-workers and others needed to help
Co workers
resolve the issue. This can include:
• Employees
• Shareholders
• Vendors
• Alliance partners
B i =i l
Buy in implementation
t ti
What payoff will they receive from the
vision?
41. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
42. Indigo, Inc.
g ,
Employees: For each new verifiable skill
employees learn within 18 months they will
receive a bonus
Vendors: Will increase the volume of business
they do with them on an average of 25% p
y g per
year
Owners: The company will increase in value by
p y y
50% within 3 years, so the owners will see their
financial equity increase
44. Vital Signs
g
Measurements to audit track and adjust
audit, track,
your plan (key performance indicators)
Track plan progress
Indicate if corrective actions are needed
45. Which to Choose?
Those that reinforce the accomplishment
of the issue’s visionary outcomes
Select up to eight from:
• Values (step 3)
• Vision (step
Vi i ( t 4)
• Customer Benefits (step 5)
• Other Beneficiaries (step 6)
46. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
47. Values
Effective Leadership
Measurement: Employee job satisfaction survey
Accountability
Measurement: % of commitments every
employee meets or exceeds
48. Vision
Cross training program
Measurement: In place by Q1 2012
Mentor program
Measurement: In place by the end of Q2 2012
49. Customer Benefits
Customer questions
Measurement: Total percentage answered in
one call
Customer satisfaction
Measurement: 25% higher in one year
50. Other Beneficiaries
Employee growth opportunities
Measurement: # new skills gained in 18 months
Shareholder equity
Measurement: 50% increase in 3 years
52. Obstacles
Obstructions to the vision
Make vision currently impossible
BHAGS = BH performance gap
f
A
T C Effort
L
S
E
Innovation
B
O S
Current
Vision
Vi i
Reality
Performance Gap
53. Obstacles
Frame obstacles in a constructive manner
Turn them from negatives into positives
and excuses into challenges
“How to” (or H2)
54. How to (H2)
( )
x
We lack urgency
How to (H2) create
a sense of urgency
55. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
56. Indigo, Inc.
g ,
H2 obtain budget to create a mentor program
H2 determine skills and competencies needed
for leadership positions
H2 identify duplication of training efforts
H2 motivate employees to participate in
programs
58. S, W, and O’s
, ,
What you have going for and against your
issue/vision
• What you have to work with (strengths you
can build on)
• What you don’t have to work with
don t
(weaknesses to correct or finesse)
• Immediate opportunities that you can
leverage
Stay specific to your issue and vision
59. Example
p
Vision: Develop a best-in-class R & D
best in class
facility
X Great dental coverage
E l fi PhD
Employ five PhDs
60. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
61. Strengths
g
Managers and supervisors are highly-
highly
skilled and well-educated
Work culture supports innovation, risk
innovation risk-
taking, and sustainable change
65. Strategic Initiatives
g
Performance gaps that need to be closed
closed.
Select from:
• Obstacles in step 8
• Weaknesses in step 9
Identify up to three gaps (to start)
If you take on too many, you are all likely
to t
t get overloaded
l d d
66. Which gaps first?
g p
Select those that
that…
• Are of the highest priority
• Must be closed first sequentially
Example:
• Issue: S the business
Sell
• First gap to close: Determine market value
Once you close a gap, replace it with
another open gap
67. Strategic Initiatives
g
For each item you select describe:
select,
• The status quo of the gap—the current From
state)
• The successful transition needed—the
desired To state
From To
“As Is” “Want to Be”
Performance Gap
68. Initiative Champions
p
Assign one strategic champion or owner
champion, owner,
per initiative
Responsible for executing and completing
the initiative
D l
Delegates t k and f ll
t tasks d follows up
69. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
70. Indigo, Inc.
g ,
Mentor Program
g
From: None
To: Formal program
Training Budget
From: Minimal
To: Adequate
Leadership Curriculum
p
From: Ad hoc
To: Formal program
73. Indigo, Inc.
g ,
Issue:
Workforce Planning
and L d hi D
d Leadership Development
l t
74. Indigo, Inc.
g ,
Mentor Program
From: None
To: Formal program
Actions:
• Define the scope and participation
• Identify and train mentors
• Create mentoring website
g
• Create definition of success
• Create recognition p g
g program
• And so on…
79. We’re done!
You have learned a simple and flexible
planning process you can use to create a
plan that you can begin to implement right
away
…except…
except
Most Strategic Plans Never Get
Implemented
80.
81.
82. Free and Paid Accounts
www.60minutestrategicplan.com/register