1. 10 Steps to Effective Strategic Planning
September 11, 2013

2. Our webinar will begin in a few minutes.
“Figuring out the right things to do isn’t nearly as difficult as continuing to do them over the long term.”
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3. 10 Steps to Effective Strategic Planning
September 11, 2013

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“Remember:
The problem for most of us isn’t knowing what to do… it’s doing it.”
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5. 10 Steps to Effective Strategic Planning
September 11, 2013

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“The greatest attribute for any business leader is perseverance.”
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7. 10 Steps to Effective Strategic Planning
September 11, 2013

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“All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.”
Tom Northup
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9. 10 Steps to Effective Strategic Planning
September 11, 2013

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“It’s useful to think of excellence in two broad categories:
Customer excellence and business excellence.”
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11. 10 Steps to Effective Strategic Planning
September 11, 2013

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“Satisfied customers drive business success – and business success enables investment to satisfy customers.”
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13. 10 Steps to Effective Strategic Planning
September 11, 2013

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“Excellence is not a destination; it is a continuous journey that never ends.”
Brian Tracy
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15. 10 Steps to Effective Strategic Planning
September 11, 2013

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“We are what we repeatedly do. Excellence, then, is not an act but a habit.”
Aristotle
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17. 10 Steps to Effective Strategic Planning
September 11, 2013

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“People go in the direction leadership is walking, not pointing.”
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19. 10 Steps to Effective Strategic Planning
September 11, 2013

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“Every job is a self-portrait of the person who does it. Autograph your work with excellence. “
Unknown
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21. 10 Steps to Effective Strategic Planning
September 11, 2013

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“Excellence is doing ordinary things extraordinarily well."
John W. Gardner
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23. 10 Steps to Effective Strategic Planning
September 11, 2013

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“Discipline is the bridge between goals and accomplishments.”
Jim Rohn
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25. 10 Steps to Effective Strategic Planning
September 11, 2013

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"Measure is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.“
Larry Bossidy
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27. 10 Steps to Effective Strategic Planning
September 11, 2013

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“The strategic agenda demands discipline and continuity; its enemies are distraction and compromise.”
Michael E. Porter
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29. 10 Steps to Effective Strategic Planning
September 11, 2013

30. Our webinar will begin in a few minutes.
“One of the major barriers to achieving lasting excellence is how little formal effort organizations put into learning how to execute strategy.”
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31. 10 Steps to Effective Strategic Planning
REMINDER: START RECORDING
STARTING SLIDE
Hello and welcome to today’s webinar, Six Disciplines Software Demonstration. Today we’ll be looking at the software that embodies the process defined in the Six Disciplines Methodology.
September 11, 2013

32. Your Presenter Matt Lauth Managing Partner Strategy Execution Advisors
Certified Business Coach
My name is Matt Lauth. I am the managing partner at Strategy Execution Advisors and I’ll be hosting today’s webinar.
Today’s webinar is being recorded and the presentation will be made available at the end of the webinar on our website.
To minimize background noise all phones have been placed on mute. Throughout the next hour, if you have a question or comment please submit it through the “Question” pane of the GotoWebinar application that is along the right side of your screen.

33. I want to take a moment to review the goals I’ve set for today’s webinar. By the end of our 60 minutes I want you to come away with clear answers to the following:
1. How strategic plans are documented and communicated.
2. How operational plans are created and managed.
3. How to create balanced scorecards in the software.
4. How individuals plans are created from the detailed strategic and operational plans.

34. 10 Steps to Effective Strategic Planning
How well does your organization do annual planning? On a scale of 1-10 where do you rank? Most organizations are average to below average which is understandable...it's something we do so infrequent it's hard to get good at it.
During this webinar I'll review:
The most common failures of strategic planning
A process you can follow that's repeatable
What are the 10 Steps to Effective Strategic Planning?
I want to take a moment to review the goals I’ve set for today’s webinar. By the end of our 60 minutes I want you to come away with clear answers to the following:
1. How strategic plans are documented and communicated.
2. How operational plans are created and managed.
3. How to create balanced scorecards in the software.
4. How individuals plans are created from the detailed strategic and operational plans.

35. 10 Steps to Effective Strategic Planning
During the webinar I'll review and discuss what is involved in effectively preparing and conducting an effective annual planning retreat:
How to get the voice of stakeholders into your planning
Effectively assessing the strengths, weaknesses, opportunities and threats to the organization
Renewing your mission
Renewing your core values
How to clarify your strategic position and competitive advantage
Establishing a clear vision for the organization
Aligning strategic objectives to the vision
Establishing clear measures and targets to monitor progress
Create balanced scorecards to track progress and performance throughout the organization
How to engage the whole organization on the strategy of the organization
I want to take a moment to review the goals I’ve set for today’s webinar. By the end of our 60 minutes I want you to come away with clear answers to the following:
1. How strategic plans are documented and communicated.
2. How operational plans are created and managed.
3. How to create balanced scorecards in the software.
4. How individuals plans are created from the detailed strategic and operational plans.

36. Poll Questions
Let’s quickly review the 6 disciplines within the Six Disciplines Methodology
The Six Disciplines are:
Decide What’s Important - Strategy
Set Goals that Lead - Planning
Align Systems – Organizing and Aligning
Work the Plan - Execution
Innovate Purposefully – Measure Results and innovate to improve results
Step back from the working “in” the business to working “on” the business. - Learning 36

37. Terminology
Strategic Planning: the formal plan describing how the organization will change from its current state to its vision state.
Annual Planning: process of planning done on an annual rhythm.
Operational Planning: The detailed planning that aligns “running the business” with “changing the business”, usually done at a functional level.

38. Common failures of planning
Inconsistency in approach
Sporadic frequency
Not involving the right player
Missing “voices”
Poor facilitation
Lack of Alignment – failing to connect running the business with changing the business
Poor Engagement – failure to share plan and connecting each employee with the plan
Execution – no system to implement the plan
Accountability – lack of feedback loops

39. Three Common Barriers
Expertise – “we don’t have all the skills or experience to do the things we know we should do.”
Economics – “we can’t afford the things that the big companies do.”
Human Behavior – “we don’t always do what we know we should do”

40. Aligning Assumptions Planning is done every year.
Responsibility of the senior leader (i.e. CEO)
Process is consistent
Investment of time and activities varies depending on where organization is at
Involves all members of leadership team
Requires objective facilitation
People who know the organization the best are in the organization
It’s not rocket science!

41. A Repeatable Process

42. A Repeatable Process ANNUAL (4-8 hrs., 6 weeks before year end)
A. Renew Mission
B. Renew Values
C. Renew Strategic Position
D. Renew Vision
E. Define VFOs
F. Agree What to Stop
A. Define Measures
B. Define Targets
C. Define Initiatives
D. Engage the Team
A. Identify Misalignments
B. Align Processes
C. Align Policies
D. Align Measures
E. Align Technology
F. Align People
A. Define IPs Quarterly
B. Review IPs Weekly
C. Rate IPs Quarterly
D. Prioritize Daily
E. Monitor Measures
A. Brainstorm
B. 100-Point Exercise
C. Quick-ROI Analysis
D. 5-Step Problem Solving
E. Champion Your Ideas
F. Recognize Contribution
A. Review Externals
B. Review Internals
C. Recap SWOT
D. Review Individuals
ANNUAL
(4-8 hrs., 6 weeks before year end)
(4-8 hrs., 5 weeks before year end)
ON-GOING
(4-8 hrs., 7 weeks before year end)
QUARTERLY & WEEKLY
(4-8 hrs., 4 weeks before year end)

43. Connecting Planning to Action
Where
What
How
Who
When

44. 10 Steps to Effective Strategic Planning
Surveying Stakeholders
Conducting and Factoring SWOT
Renewing Mission
Renewing Core Values
Clarity of Strategic Position / Competitive Advantage
Establishing a Shared Vision
Aligning Strategic Objectives (too many)
Establishing Clear Measures and Targets
Establishing Performance Rhythm
Engagement & Accountability

45. 1. Surveying Stakeholders
Identify the key stakeholders of your organization (customers, distributors, employees, vendors, shareholders, other)
Determine what segmentation is required for each group (i.e. hourly vs. salary employees)
Establish standard questions that will be asked consistently over time for trending:
Satisfaction
Loyalty
Future Plans
Ways to Improve

46. Survey Example

47. 2. Conducting and Factoring SWOT
What are your strengths?
What are your weaknesses?
What are your opportunities?
What are your threats?
Other approaches:
Porter’s 5-Forces Analysis
Blue Ocean Strategy Analysis
PEST Analysis (Political, Economic, Social and Technological)

48. 3. Renewing Mission
Why does this organization exist?
Is it shared?
Is it practiced?
How do we know? What is the evidence?
Signs of a good mission:
Known by all, shared, practiced
Enduring
Leads organization in right direction
Focuses external to the organization

49. 4. Renewing Core Values
What is the character of this organization?
Are they shared?
Are they practiced?
How do we know? What is the evidence?
Signs of good core values:
Few (5 or less)
Known by all, shared, practiced
Reflects the culture of the organization
Leads employees in decision making (making the tough decisions)

50. 5. Clarity of Strategic Position / Competitive Advantage
What makes us different?
Why do our customers purchase from us?
Is it sustainable?
Signs of strong strategic position:
Clarity - short and understandable
Differentiation + Industry (i.e. short flights)
Is used in making trade-off decisions

51. 6. Establishing a Shared Vision
Mission => Values => Vision
Vision is a clear statement of where the organization wants to be sometime in the future (3, 5, 10 years).
Answers three basic questions
What will the organization be?
What will the organization be doing?
What will the organization have?

52. 7. Aligning Strategic Objectives
What are the strategic objectives needed to realize the vision?
Other terms: BHAG, Big Rocks, WIG
The fewer the better
Most organizations can only focus on 1 or 2 strategic objectives at a time
Time phase the objectives
Be strategic!

53. 8. Establishing Clear Measures and Targets
What will it look like when we arrive?
Be clear in goal setting:
What’s the goal?
Who’s responsible?
How will we measure our progress?
What are the mileposts along the way?

54. 9. Establishing Performance Rhythm
What is the rhythm of your organization?
What is the frequency of planning?
What is the frequency of performance check?
What is the frequency of leadership meetings?

55. Conduct Annual Planning Session
Annual Timeline
Measure/Grade Card
Workshop
Finalize
Goals Statement
Publish
Grade Cards
Distribute Plan Notebook
Initiative Workshop(s)
Complete
Approvals
Rate and Close Prior Quarter Individual Plans
Request Expert Reviews
Engage the Team Meeting
Finalize
Initiatives 10
Days 20
Days 30
Days 40
Days 50
Days 60
Days 70
Days 80
Days 90
Days
Update
Measures
Conduct Competitive
Analysis
Conduct Annual Planning Session
Individual Plan
Workshops
Administer Stakeholder Surveys
Administer Alignment Survey
Finalize
Individual Plans
Analyze Alignment Survey Results

57. 10. Engagement & Accountability
How do you engage the organization?
How does the organization take ownership of the strategy?
How do you measure and report progress?
How do you celebrate successes?

58. 10 Steps to Effective Strategic Planning
Surveying Stakeholders
Conducting and Factoring SWOT
Renewing Mission
Renewing Core Values
Clarity of Strategic Position / Competitive Advantage
Establishing a Shared Vision
Aligning Strategic Objectives (too many)
Establishing Clear Measures and Targets
Establishing Performance Rhythm
Engagement & Accountability

59. A Repeatable Process ANNUAL (4-8 hrs., 6 weeks before year end)
A. Renew Mission
B. Renew Values
C. Renew Strategic Position
D. Renew Vision
E. Define VFOs
F. Agree What to Stop
A. Define Measures
B. Define Targets
C. Define Initiatives
D. Engage the Team
A. Identify Misalignments
B. Align Processes
C. Align Policies
D. Align Measures
E. Align Technology
F. Align People
A. Define IPs Quarterly
B. Review IPs Weekly
C. Rate IPs Quarterly
D. Prioritize Daily
E. Monitor Measures
A. Brainstorm
B. 100-Point Exercise
C. Quick-ROI Analysis
D. 5-Step Problem Solving
E. Champion Your Ideas
F. Recognize Contribution
A. Review Externals
B. Review Internals
C. Recap SWOT
D. Review Individuals
ANNUAL
(4-8 hrs., 6 weeks before year end)
(4-8 hrs., 5 weeks before year end)
ON-GOING
(4-8 hrs., 7 weeks before year end)
QUARTERLY & WEEKLY
(4-8 hrs., 4 weeks before year end)

60. Three Common Barriers
Expertise – “we don’t have all the skills or experience to do the things we know we should do.”
Economics – “we can’t afford the things that the big companies do.”
Human Behavior – “we don’t always do what we know we should do”

61. Like to Discuss More? Common Engagement:
Organization Assessment (1 day)
Annual Surveys (2)
Strategic Planning Facilitation (1-3 days)
Strategic Initiative Planning Facilitation (1-3 days)
Quarterly Performance Check-ups (1 day / qtr.)
Software Tools for Better Execution
Common Engagement Ranges from $5k - $15k

62. Next Webinar Webinar: Hire, Develop and Retain the Best Talent
Date: Tuesday, September 24th
Time: 11 am – 12 pm EST
What do you do to ensure you hire the right person, develop the person to challenge them to take more responsibility with the goal of long-term retention?
will include registration information and recording of today’s webinar.

63. Thank You! Matt Lauth mlauth@sxadvisors.com (419) 348-8046
Thank you for attending today’s webcast. Here’s my contact information, please contact me to discuss how we can help your organization. It’s fitting for any organization, regardless of size or industry.
Now let’s answer some questions.
REMINDER: STOP RECORDING
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Matt Lauth
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