organisational strategy planning · • defining: vision, mission, values & goals •...

© DaySeven Group (Pty) Ltd. 2016. All rights reserved.

Effective Organisational StrategyFuture Proof Your Business

Ooro, P.E.O., Ndwiga, K., & Berrian, H.M.

September 2018


1. About DaySeven Group2. Strategic Direction & Leadership3. Understanding Your Business Environment4. Are YOU Ready for Change?5. Measuring Your Performance

Agenda

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© DaySeven Group (Pty) Ltd. 2016. All rights reserved. 3

1. About DaySeven Group


1.1 About DaySeven Group

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2008

• DaySeven Consulting CC Established• Level 3 B-BBEE• Initial Focus Areas:• Management Consulting• Advisory Services• Process & Project Management

2012

• DaySeven Consulting CC Expansion• Additional Focus Areas within DaySeven Consulting:• Training• Technology• Research

2016

• DaySeven Group (Pty) Ltd Established• Specialist Companies Established within DaySeven Group:• DaySeven Technology (Pty) Ltd• DaySeven Projects (Pty) Ltd• DaySeven Training (Pty) Ltd

• DaySeven Consulting retains focus areas: Management Consulting, Advisory & Research

2018• Expansion into East Africa• Growth in DaySeven Consulting: Cross Sector Research Capability• DaySeven Training: Services SETA Accreditation

© DaySeven Group (Pty) Ltd. 2016. All rights reserved. 5

2. Strategic Direction & Leadership


2.1 Setting The Tone

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• What is Your Plan?• Defining: Vision, Mission, Values & Goals

• Organisational Strategy (Plans, Structure, Culture) & Leadership• Building a common/shared understanding

• Transition over time – Understanding Change• Determining a path for YOUR Future

• What you Need to Do vs. What you Have to Do• What are the: Challenges, Timeframes & Priorities

Where you Started

Where you Are

Where you are GoingYour History/Legacy

This is NOW!

Your FutureAre you Leading orBeing Led?


2.2 Origin of Organisational Strategy

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• Things that form an Organisational Strategy:

• Mission, Vision, Values & Goals

• The principles by

which we do

business

• Where we aim to

be within a

certain time

frame

• What we will

achieve when we

fulfill our mission

• Why we are in

business

• Guides all

strategic

decisions

Mission Vision

ValuesGoals


2.3 Defining Organisational Strategy

• All actions an organisation intends to take to achieve long-term goals: • All these actions make up a company’s strategic plan (Intentional Road Map) • Strategic plans have a definite timeframe (How Long)• They require involvement from all company levels.

• All your experience and input is relevant – Common Goal, Self-Leadership

Executive

Long-Term Organisational Strategic Plans

Leadership

Management

Implementation

Day-to-Day Management

OperationsDay-to-Day Operations Short-Term Execution (Step-

by-Step)


2.4 Importance of Organisational Strategy

• Does having an Organisational Strategy/Plan make a difference?• It is the glue that links everything together• Lack of Strategy = Strategy to Fail

Plans Actions GoalsVISION

ORGANISATIONAL STRATEGY/PLAN

SUCCESS

LEADERSHIP


2.5 Why Strategy Implementation Fails

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Lack

Of/P

oor

Com

mun

icat

ion

Lack of understanding of; Individual, Team & Organisation Capability, & Responsibility

Poor Resource Planning & Allocation – Skills & Resources Matrix

Insufficient Controls and Project Planning

Poor Financial Decisions (Failure to appreciate cash-flow needs or under-budgeting)


3. Understanding Your Business Environment

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3.1 The Business Environment

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• Market Influences:

• Market Forces: Suppliers, Customers,

Intermediaries, Competitors

• Macro-Environment:

• Political, Economic, Social,

Technological, Legal & Environmental

(PESTLE Tool)

• Internal Influences:

• Vision, Mission, Objectives

• Value System

• Organisational Structure

• Quality of Workforce (HR Strategy)

• Available Resources


3.2 Understanding The Environment

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• Business Environment Scanning:• External – What is the Competition doing?• Internal – What are we doing?• Readiness for change – Can we change and adopt?

• Adopt of Die – Need for an Agile, Fluid Organisation Structure

Review Analyse Identify Improve

Objectives of External Analysis

Review & Develop Strategic Direction based on the business Environment

Use different tools to consistently Analyse & Monitor the business Environment

Identify key Areas that need to be improved within LMC –Becoming Competitive

Develop and Execute Actions and Timeframes to improve the identified areas



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• Business Environment Scanning:ü External – What is the Competition doing?• Internal – What are we doing?• Readiness for change – Can we change and adopt?

• Adopt of Die – Need for an Agile, Fluid Organisation Structure

Components of Internal Analysis

Vision, Mission & Objectives

Value System

Org. Structure

Quality of Workforce

Legal Requiements

Physical Resources & Technology

(IP)



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Objectives of the Internal Analysis

Review Evaluate Identify Improve

Review &

Develop

Strategic

Direction

based on the

internal

business

dynamics

Use different

tools to

consistently

Evaluate LCM

Strengths &

Weaknesses

Identify key

Areas that

need to be

improved

within LMC –

Building

optimal and

Sustainable

Growth

Develop and

Execute

Actions and

Timeframes to

improve the

identified

areas

internally and

measure

improvement


4. Are YOU Ready For Change?

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4.1 Theory of Change

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• Theory of Change – Managing the Change Process:• Why do we need to change?• When do we need to change?• How do we manage change?• What do we change?

• 2 Key determinants for Management & Staff:• Readiness • Openness/Willingness

• Can be assessed by:• Flexibility & Willingness to undertake strategic

initiatives effectively at strategic management level

Have YOU answered these?


4.2 Planning for The Future

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Long-Term Focus & Sustainability

• Long term organisational strategy defined by management

• 10 years or more cycles -Dependent on market strategy

• Influenced by political, economic and technology cycles

• Made up of short term cycles that can overlap

• Building blocks for long-term sustainability

• Influenced by political and economic planning and cycles

• Quick immediate wins• Cyclical – 2 year blocks

Current Short-Term Mid-Term Long-Term

ROI

Up to 2 Yrs 2 – 5 Yrs Over 10 Yrs

ACTIONS DRIVERS PLANWhat we haveto do

Organisationalpolicies and procedures

Exceed set timelines

What we needto do

Business deliverables

Quick wins –small blocks

Management’s role

Operational staff’s role

Do you Know where YOU are Going?


4.3 Building A Dynamic Organisation

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Consider the following aspects – Future Proof Your Organisation:

YOU

Business Intelligence

Culture

Structure

Communication

The information you have and how we use it

Your Values & Way of Doing Things

Do you have the “Correct” Structure?

How do you communicate change?


5. Measuring Your Performance

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5.1 Importance of KRAs

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• Key Result Areas (KRAs) can be defined as:• The things that LMC absolutely, positively must do to fulfill

your responsibilities and achieve your business goals• They are derived from the Organisational Strategy

Does YOU have KRAs?

• Relationship between KRAs and KPIs:• KPIs are used to measure delivery of

KRAs• KPIs are both Organisational and

Individual• Organisational KPIs are defined in the

Strategy• Individual KPIs result from

Organisational KPIs

Organisational Strategy

Organisational KRAs

Management KPIs Staff KPIs

KPIs

Measurement Matrix etc.


Future Proof Your BusinessEffective Organisational Strategy

END

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E: [email protected]

www.dayseven.co.za

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organisational strategy planning · • defining: vision, mission, values & goals •...

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