Strategy...

Strategic Planning

Facilitation of Strategic Meetings

Scenario Planning


Strategic Planning
How can your firm gain a competitive advantage in the marketplace?  Most firms compete in a very crowded space; and often look very similar to the competition.  Leaders in the industry have found that they need to find a way to differentiate themselves.  This is accomplished by finding what they are passionate about and determining a strategy for bringing that passion to the marketplace.  In addition, leaders work to identify the problems that are holding them back from becoming the greatest firm they can be and solve them so they can move forward.  I have worked with firms throughout the country since 1991 to help them achieve their goals. The strategic planning process typically includes the following:

  • An upfront assessment of the organization.  To develop this assessment I interview members of the management team to identify the key issues in the firm. In addition, I conduct focus groups of the staff.  A written summary of the key issues is developed and specific recommendations for improvement are shared where appropriate.

  • Creation of a detailed agenda for the strategic planning retreat.  The agenda is prepared based on consultation with firm leadership.

  • Selection of strategic planning team members.  Who is in the room is a critical element of the plan's success.

  • Facilitation of the strategic planning retreats -- most retreats are two-days in duration.

  • The retreat begins with a fast-paced discussion of future trends and how they will impact your business.  Too often strategic planning is to 'heads down' focusing on the world as we have known it in the past.  Failing to look into the future and considering the trends that will impact the industry and your firm can prevent a firm from capitalizing on changes that could occur in the marketplace.

  • During the retreat, team members will discuss the issues facing the firm, the direction to head the firm in the future and the specific actions needed to move the firm in that direction. 

  • The final step in the planning process is the development of an implementation and accountability matrix to ensure that the necessary steps are taken to move towards the vision. This helps to counter the 'Monday morning effect'.

  • Documentation of the retreat is provided.

  • Follow up phone calls to discuss the implementation progress.

 

Facilitation of Strategic Meetings
Gathering the senior leadership in an organization provides an opportunity to discuss strategic issues and develop innovative solutions. I can help ensure that the meetings are a success. To accomplish this, I use the following process:

  • Hold a conference call to understand the goals and desired outcome for the meeting

  • Develop draft agenda

  • Talk with key individuals in the organization to better understand the issues facing the organization.  If needed appropriate background documents will be reviewed

  • Facilitate the meeting based upon the agreed agenda, utilizing graphic facilitation where appropriate.  In this role I will not only provide the process for the meeting, but also ensure that issues are explored and discussed.

  • Documentation of the meeting discussions will be provided following the retreat.

  • Follow up phone calls to discuss the outcomes of the retreat.

 

Scenario Planning
Typically, strategic planning is about deciding on one future and planning what you have to do to get there.  Scenario planning is about considering multiple outcomes. The concept came out of Shell Oil in the 1970s as they considered what might be some of the potential futures in the oil industry given the changes in the Middle East.  One of the creators of the process was Peter Schwartz.  Peter went on to found the Global Business Network in Berkeley, California.  I had a chance to attend a week-long workshop that he and his colleagues held on scenario planning.  In addition, when I was at Rice University a few years ago for a Masters Program, I was part of the group that backed up the scenario team from Shell that lead teh scenario discussions. Houston. 

I have led scenario projects for design firms that want to take a serious look at the future and consider how they can thrive.  The purpose of scenario planning is not to pick the most likely scenario, rather it is to consider the implications of each scenario to your company.  A more apt term is scenario thinking. Once you have 'peered' into the scenarios it is more likely that you will be able to spot the events that might indicate the direction the future is headed.

 Typically, scenario planning consists of the following steps:

  • Define the focal question you want to answer - "What will the transportation market be in the US in 2020?"

  • Determine the main drivers that will impact the focal question. "It depends on ...?"

  • Identify possible scenarios based on these drivers.

  • Tell the story.  How did this scenario happen? What does it look like.?

  • Consider the impacts of each scenario to your company.

  • Determine the signposts along the way that will indicate which scenario is evolving.

Several years ago WIRED magazine had a great article on scenarios by Larry Wilkerson (Global Business Network).  Check it out.