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Similar a Start change business planning workshop May 2012
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Start change business planning workshop May 2012
- 3. - Overall objective for the day – to provide you with inspiration, tools, benchmarks and “practice opportunities” to build effective business plans for your social and sustainable enterprises - Designed for: 1. leaders of existing social enterprises who have done some business planning but need to develop their skills and experiences further 1. individuals currently leading start-up social enterprises or values-led business, who want to develop a plan for the first time 1. individuals thinking about setting up a social enterprise or values-led business - Overall format – a combination of taught sessions, and practical group work, including a detailed case study.
- 4. 1. Why plan? – the benefits of business planning (1 hour) Whole group taught session (20 minutes) Group work - the role of planning in defining the purpose and overall goals of the enterprise 2. What to plan – key elements of the business plan (1.5 hours, incl coffee break) Whole group taught session (30 minutes) Group work - focussing on 2-3 of the key elements per group 3. How to plan - how to run a planning process and to make it work for your enterprise (30 mins) Whole group taught session Lunch (60 minutes) 4. Case study (2 hours) ◦ Preparation (in syndicate streams) (60 mins) ◦ Presentation (45 mins) ◦ Wrap-up and summary of the day (15 mins)
- 5. 1. A social enterprise business hub, based in central Cambridge 2. A community dairy, based either in the Cotswolds or in rural India 3. An on-line volunteering exchange for the UK 4. OR, a real business known to one of the group
- 6. 1. Why plan? – the benefits of business planning (1 hour) ◦ Whole group taught session (20 minutes) ◦ Group work - the role of planning in defining the purpose and overall goals of the enterprise 2. What to plan – key elements of the business plan (1.5 hours, incl coffee break) ◦ Whole group taught session (30 minutes) ◦ Group work - focussing on 2-3 of the key elements per group 3. How to plan - how to run a planning process and to make it work for your enterprise (30 mins) ◦ Whole group taught session Lunch (60 minutes) 4. Case study (2 hours) ◦ Preparation (in syndicate streams) (60 mins) ◦ Presentation (45 mins) ◦ Wrap-up and summary of the day (15 mins)
- 8. Changes in: ◦ Broader external environment ◦ Immediate market/competitor environment ◦ Internal “environment” – within organisation, supply chain, customers, other immediate stakeholders
- 9. 1. Vision (long term direction) 2. Strategy (choice of route) 3. Anticipation (short term path) 4. Effectiveness (making the right choices – e.g. resource allocation) 5. Action planning and monitoring (staying on plan) 6. Motivation (building team alignment and energy around common goals)
- 11. Creating a goal and bringing clarity to it Understanding core purpose ◦ What we are about ◦ What we aren’t about Creating unity and understanding Acts as a reference point – a “true north”
- 12. Making the right choices, all things considered Sets “orientation” with regard to key stakeholders: ◦ Customers ◦ Suppliers ◦ Competitors ◦ Investors
- 14. When we get “just around the corner”, what are we going to be faced with? What’s just ahead of us? ◦ Decisions ◦ Milestones ◦ Disruptions and step-changes ◦ Opportunities ◦ And how are we going to respond (in broad terms)? – (contingency planning)”
- 15. What is our resource? – is it infinite? If not, how can we deploy the resources we have most efficiently and effectively? What’s the likely investment (econ/soc/envt) and return (econ/soc/envt)?
- 16. Co-ordination Minimising waste Monitoring and tracking Taking corrective action
- 17. Common goals and purpose? Common strategies? Tactics understood? Then let’s begin....(together)
- 18. Vision Strategy Anticipation Effectiveness Tracking Energy
- 19. There are different stakeholders to the plan… In a social/sustainable enterprise, key stakeholders often includes people and/or the planet
- 20. Concerns differ Stakeholder balance But also stakeholder interconnectedness
- 21. 1. Shareholders vs environment 2. Communities vs shareholders 3. Customers vs suppliers 4. Employees vs customers
- 22. Plan needs to consider all stakeholders But plan view needs to “sliceable” for the perspectives of different groups
- 23. 1. A social enterprise business hub, based in Cambridge 2. A community dairy, based either in the Cotswolds or in rural India 3. An on-line volunteering exchange for the UK 4. OR, a real business known to one of the group Same choice for the whole day But - it’s the overall thinking that’s important, not the business specifics
- 25. 1. Why plan? – the benefits of business planning (1 hour) ◦ Whole group taught session (20 minutes) ◦ Group work - the role of planning in defining the purpose and overall goals of the enterprise 2. What to plan – key elements of the business plan (1.5 hours, incl coffee break) ◦ Whole group taught session (30 minutes) ◦ Group work - focussing on 2-3 of the key elements per group 3. How to plan - how to run a planning process and to make it work for your enterprise (30 mins) ◦ Whole group taught session Lunch (60 minutes) 4. Case study (2 hours) ◦ Preparation (in syndicate streams) (60 mins) ◦ Presentation (45 mins) ◦ Wrap-up and summary of the day (15 mins)
- 28. Different types of plan Enterprise vs functional/team Strategic vs operational
- 33. 1. Executive Summary 2. Background (to the enterprise) 3. Purpose and proposition 4. The market: competitors, sales and marketing 5. Operations 6. Management team/people 7. Projections (including financials, and non- financial impacts). Also use of funds. 8. Risks 9. Plan/timelines
- 34. 1. Executive Summary 2. Background (to the enterprise) 3. Purpose and proposition 4. The market: competitors, sales and marketing 5. Operations 6. Management team/people 7. Projections (including financials, and non- financial impacts). Also use of funds. 8. Risks 9. Plan/timelines
- 35. Aims ◦ Demonstrate that there is a market for the product/service proposition that can support the projections ◦ Show that the competition is known and understood ◦ Define the target customer ◦ Demonstrate your advantage versus competitors ◦ Summarise the likely marketing mix ◦ Demonstrate the sales process (differs for B2B vs B2C)
- 36. Potential tools 1. SWOT analysis, with key implications (SWOT + “so what”) 1. Competitor analysis (e.g. Porter’s 5 forces for assessing industry competitiveness, Porter’s generic strategies for a firm or enterprise) 2. Product and market analysis (Ansoff)
- 39. Management team ◦ Experience and skills ◦ Motivation and reward Organisational structure and capability assessment (incl. strategic hires) Employees (incl. volunteers etc.) ◦ Recruitment and training ◦ Motivation and reward ◦ Development and progression ◦ Performance management
- 40. Key assumptions ◦ The value added model (unit revenues and costs) ◦ Volumes (incl. breakeven analysis) Financial statements ◦ Profit and loss ◦ Cashflow forecast ◦ Balance sheet Risks and sensitivities KPIs – financial; social/environmental
- 43. 1. Why plan? – the benefits of business planning (1 hour) ◦ Whole group taught session (20 minutes) ◦ Group work - the role of planning in defining the purpose and overall goals of the enterprise 2. What to plan – key elements of the business plan (1.5 hours, incl coffee break) ◦ Whole group taught session (30 minutes) ◦ Group work - focussing on 2-3 of the key elements per group 3. How to plan - how to run a planning process and to make it work for your enterprise (30 mins) ◦ Whole group taught session Lunch (60 minutes) 4. Case study (2 hours) ◦ Preparation (in syndicate streams) (60 mins) ◦ Presentation (45 mins) ◦ Wrap-up and summary of the day (15 mins)
- 45. Typical outcomes of a plan What would being “well planned” feel like? What would being unplanned feel like? What would you see/hear in a planned environment?
- 46. Like anything, planning can be done badly or well. What really makes the difference? Is there a right or a wrong way? – or does it depend on the organisation?
- 47. The process of creating the plan is as important as the plan itself Different plan elements require different approaches and mindsets
- 51. Participating in, or leading, a planning process requires an understanding of: ◦ Why are we planning? – what’s the emphasis (e.g, between the 6 dimensions) ◦ Who are we planning for? (stakeholders) ◦ What are we planning? (scope) ◦ What are the outcomes we are seeking?
- 52. 1. 3. 2.
- 53. - How important is my planning process? (as opposed to the plan outcome/content). Which of the following are going to help me: - Wide awareness of the plan -Commitment to the plan from others who will help deliver it - Validation/checking of the plan - Who do I want to create the plan? And who will review it? And who will use it? Me Me + Senior team Everyone
- 54. - An event? - A one–off process? (e.g. over several weeks/months) - A continuous/cyclical process? Choosing the right process also depends on the kind of plan you want/need - strategic - operational/tactical - financial
- 55. Metrics Tracking Accountability – linked elements How will I know if I have implemented my plan?
- 58. - Overall objective for the day – to provide you with inspiration, tools, benchmarks and “practice opportunities” to build effective business plans for your social and sustainable enterprises 1. Why plan – the benefits of business planning 2. What to plan – key elements of the business plan 3. How to plan - how to run a planning process and to make it work for your enterprise 4. Case study
Notas del editor
- Introductions:JCProfessor Roger Mumby-CroftMartin Clark
- Check audience split between groups 1, 2 and 3
- Future is not entirely predictable. We don’t have perfect knowledge or foresight.
- Planning is not accounting – accounting goes backwards from today in increasing detail, planning does forward from today in increasing aggregation. Planning = future focussedAccounting = providing “an account” – a record - of what has happened. Accountants amongst you may be saying, what about forecasting? Forecasting is about the future but is also not the same as planning – will but will come back to that later.
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- Greek Military term strategos – means general. Overview role.Porter – competitive strategyWhere to competeHow to competeGeneric strategies: cost, differentiation, focus(niche)
- Aligning cost to value
- Waste could be people, time, money
- Who plans? in an org (ask for views)Part of leadership – value in the process as much as in the outcome – come back to that topic before lunch.Way to generate ownership and understanding – planning cycle/process.
- Don’t think of planning as creating one document
- Who are they? - customers, employees, suppliers, investors, beneficiaries, regulators, etcConcept of externalisation of costs doesn’t really work for social/enny enterprise – so add communities and society, the environment.
- Literature tends to use balance as key concept – but actually stakeholders can have similar interests
- BP Deepwater HorizonTesco riots in BristolFairtradeSunday openingAre interests opposing or aligned?
- Summary of section:Why plan – 6 reasons – Vision, Strategy, Anticipation, Effectiveness, Tracking, EnergyWho for
- Divide group into syndicatesHand out case study briefs (x3), and syndicate exercise 1Get them to introduce themselves within their syndicates
- There are occasions when you need “the complete plan” e.g presenting to potential investorsManagement team/people section missing“Operations” – could mean customer service in a services business Purpose of funds section – could be included in an investor presentation
- 1-3 starter4-7 main course8-9 dessert
- 1-3 starter4-7 main course8-9 dessert
- Just examplesNot to include the tools in the business plan, but to help the thinking
- The engine room of the enterpriseGive examples – factory, dairy, Service examples – customers often participate in the process – are an input and an output. Hairdresser, workspace, bank, retail
- The engine room of the enterpriseInputs – access, quality, reliability, costTransformation process – supporting infrastructure (incl IT)Outputs – logistics, stock managementRetailer, dairy, web company - examplesQualities of the operations function - reliability, resilience, quality, cost-effectiveness, flexibility, responsiveness, innovation, continuous improvement
- Management team – aim = give confidence that they can deliver the BPOrg structure- describe and explainOrg capability – an audit – do we have have the skills to do the job? What hires do you need to make? What future capabilities are you going to need?
- Example of non-financial KPIs in social enterprise (call centre route back into employment)Number of jobs created% of hires that come from NEET background/socially disadvantaged% of hires remaining in full time employment with CB or elsewhere
- Introduction to the idea of "good planning" and "bad planning" (process perspective versus pure content perspective).Case study – 2 plansSole effort, aiming for content perfectionTeam effort, aiming for motivation, understanding, alignmentWhich is more effective?
- Story of speaking without notes – process of thinking that writing the notes down is what’s importantPlanning is a process of organisational engagement and decision making
- …..otherwise it won’t work for your organisation
- Adapting the content and style of the plan (and the planning process) to different organisational cultures.
- Answering these questions will give you some big clues on how to embark on your planning process
- Setting strategy is often about debate and judgment – and building foresight. Hard to do without conversationOperational tactical plan – can potentially be devolved to create ownership – built bottom-up – most annual budgeting processes are like thatFinancial only – to bring financial coherence to what you are doing anyway – even if created by a finance function, needs to be shared, understood and owned
- Is any plan ever really implemented?Judge on goals not pathProgress towards?
- Wrap up for the dayFeedback forms