1. Your role in supporting and influencing corporate strategy 13 May 2008 Presented by John DiNatale

2. Demystifying strategy - what is it anyway?  A strategy is simply a long term plan of action designed to achieve a particular goal, most often "winning".  Strategy is differentiated from tactics by its nature of being extensively premeditated  The word strategy derives from the Greek word stratēgos, which referred to a 'military commander'.

3. Strategic Management Organisational Objectives Policies and Plans Resources Define Implement Evaluate Science Art

4. Levels of Strategic Planning Corporate Strategy IT Plan Production Plan Sales & Mktg Plan HR Plan Distribution Plan Operations Plan

5. Strategy Development Methodologies

6. Porter’s 5 Forces Model  A framework for business strategy development developed by Michael Porter at Harvard Business School in 1979  The model includes three ‘horizontal’ forces – threat of substitute products, threat of established rivals, threat of new entrants and two ‘vertical’ forces – the bargaining power of suppliers and customers

7. Sun Tzu – The Art of War (for EAs) A Chinese military book written during the 6 th Century BC Composed of 13 chapters, each of which is devoted to one aspect of warfare Considered the definitive work on military strategies and tactics of its time

8. The modern EA?

9. Strategic Planning  Careful planning based on sound information contributes to faster and better decisions  A strategic plan should be brief and easily understood – simplicity is the key

10. Waging War  Stay focused on strategic objectives  Balance resources, risks and rewards

11. The Offensive Strategy  The focus is on knowledge  Patience, positioning and timing  Always have an edge  Maintain some “opportunistic flexibility”  Reward, replenish and invest in support structure

12. Tactics  Have a well organised implementation plan  Be prepared to learn from mistakes  Maintain the highest ethics

13. Energy  Momentum and timely action  Leverage complementary skill sets  Know the characteristics of your team

14. Maneuvering  Disciplined organisation  Relationship management  Organisational management  Study, observe, compare and apply  The value of timing should never be underestimated

15. The use of spies  Secure the best information possible for every situation  Study the past, analyse the present to create an edge for the future

16. Overview Today’s EA:  is a crucial team member  not only supports strategy, but contributes to its development and ongoing refinement  is a key focal point for organisational knowledge  plays an important role in optimising the use of organisational resources

17. John DiNatale john.dinatale@dcstrategy.com www.dcstrategy.com