The document discusses various concepts and frameworks that can help with strategic planning, including: - SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats - TOWS matrix to develop strategies by matching strengths/weaknesses with opportunities/threats - PEST analysis to evaluate political, economic, social, and technological factors in the macro environment - Porter's five forces to analyze competitive forces in an industry - Boston matrix to evaluate product life cycles and allocate resources accordingly

1. Some Concepts to Help the Development of a Strategic Planning April 2008 Mário Luís Tavares Ferreira

2. Strategic Planning

3. SWOT Technical support Internal processes Channels network World class product Financial resources Know-how External Environment Competitors market share Euro X Dollar Technology development Water & Energy crises Environment awareness Productivity improvement Threats Opportunities Weaknesses Strengths Internal Environment

4. TOWS matrix S-O strategies pursue opportunities that are a good fit to the companies strengths. W-O strategies overcome weaknesses to pursue opportunities. S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats. W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats. W-T strategies S-T strategies Threats W-O strategies S-O strategies Opportunities Weaknesses Strengths

6. Ninety ways to measure demand (6 x 5 x 3) Total sales Company’s sales Product lines Product config Product items Sector sales Product Level Territory Region Country Client World Geographical Level Short term Medium term Long term Timing Level

7. Porter 5 Forces

8. Value Chain Identification of client’s necessities Satisfaction of Client’s necessities Innovation Process Operation Process Post Sales Process Market identification products / services definition products / services creation Delivery products and services Services to the clients

9. Life cycle Product development introduction maturity decline Sales & profit Invest & expenses Sales Profit growth

10. Boston matrix – Product life cycle

11. Directional policy matrix or GE-McKinsey matrix The diameter of each pie is proportional to the Volume or Revenue accruing to each Segment, and the solid slice of each ‘pie’ represents the share of the market enjoyed by the Company.

12. S curve

14. Keys of Success - Facts of Failure >No accountability for deployment >Too many goals, strategies, or objectives - no apparent priority >Plan in a vacuum-functional focus >No overall strategy to implement >Make no attempt to link with day-to-day operations >Not being thorough-glossing over the details >Assign roles and responsibilities >Establish priorities >Involve mid-level management as active participants >Think it through - decide how to manage implementation >Charge mid-level management with aligning lower-level plans >Make careful choices about the contents of the plan and form it will take Failure Success Deployment - Plan Completing

15. Keys of Success - Facts of Failure No accountability Never talk about the plan Ignore the emotional impact of change Focus only on task accomplishment Assign roles and responsibilities Communicate the plan constantly and consistently Recognize the change process Help people through the change process Failure Success Deployment - Communicating

16. Keys of Success - Facts of Failure No accountability Disengagement from process Unmanaged activity Fragmented accomplishment of objectives leads to sub-optimization Force people to choose between implementation and daily work; too many teams No alignment of strategies Assign roles and responsibilities Involve senior leaders Define an infrastructure Link goal groups Phase integration of implementation actions with workload Involve everyone within the organization Failure Success Implementing - I

17. Keys of Success - Facts of Failure Focus only on short term need for resources Ignore or avoid change No measurement system Hide mistakes/lay blame; limited/no communication Allocate resources for implementation Manage the change process Evaluate results Share lessons learned; acknowledge successes through open and frequent communication Failure Success Implementing - II

18. Keys of Success - Facts of Failure No accountability Sub-optimization: focus only on efficiencies Use measures that provide no real information on performance; use too many measures Use measurement to focus on the bottom-line only Assign roles and responsibilities Use measurement to understand the organization Use measurement to provide a consistent viewpoint from which to gauge performance Use measurement to provide an integrated, focused view of the future Failure Success Strategic Measurement - I

19. Keys of Success - Facts of Failure Use measurement to control Never review measures Fail to use measurement to make strategic, fact-based decisions; use only for control Use measurement to communicate policy (new strategic direction) Update the measurement system Use measurement to provide quality feedback to the strategic management process Failure Success Strategic Measurement - II

20. Keys of Success - Facts of Failure No accountability Poor timing and not recognizing external forces Rigid application of strategic planning process; ignore lessons learned from previous efforts Ignore impact of new leaders Don't use measurement information Shortcut the process Assign roles and responsibilities Recognize when to update the plan Modify strategic planning process to accommodate the more mature organization Incorporate new leaders into the strategic planning process Integrate measurement with strategic planning Use experienced strategic planning facilitators Failure Success Evaluation

21. Measurement and evaluation – BSC

22. Measurement and evaluation – BSC

23. Measurement and evaluation – BSC

24. Measurement and evaluation - BSC

28. Project management - processes

29. Project management – a process

30. Project management – Process chain

31. Project management – risk analysis