the strategic planning dashboard

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THE BMI-BRSCU STRATEGIC FORUM A place of assembly for strategic conversationsTHE BMI-BRSCU STRATEGIC FORUMwww.strategicforum.co.zaTHE STRATEGIC PLANNING DASHBOARDDr. Llewellyn B. Lewis

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STRATEGY DEFINEDThe seven principles of strategic thinking as defined by complexity science are:1. Look at whole systems, not just their parts;2. There is a relationship between order and disorder, and self-organising change occurs as a result of their interactions;3. A small event in one sector can cause tremendous turbulence in another;4. Maps, models, and visual images make it easier to see connections, relationships, and patterns of interaction;5. Scanning across disciplines and industries is the key to seeing emerging conditions, paradigm shifts, and opportunities for innovation;6. Non-linear thinking is critical to recognising clues about changes in the environment;7. Perspective is important when viewing chaotic events.

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BMI-BRSCUSTRATEGY DEFINEDThose choices relate to the scope of an oganisations products or services, markets, key capabilities, growth, return and allocation of resources.Strategy is the framework which guides those choices that determine the nature and direction of an organisation(Tregoe and Zimmermann : 1980)

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BMI-BRSCUUNDERSTANDING THEENVIRONMENT(SCENARIOS)UNDERSTANDING THEORGANISATION(BUSINESS IDEA)IS THIS THE RIGHT COMPANY FORTHESE FUTURE ENVIRONMENTS ?IF NO : ADDRESS STRATEGIC CAPABILITIES(Resources and Competences)

STRATEGY: THE LINK BETWEEN THE FIRM AND ITS ENVIRONMENTIF YES : ADDRESS BUSINESS CHOICES

(Based on Kees vd Heijden : 1996)

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BMI-BRSCUSTRATEGY: THE LINK BETWEEN THE FIRM AND ITS ENVIRONMENTSTRATEGYTHE INDUSTRYENVIRONMENT

gives rise toOpportunities and threats

THE FIRM

Resources andcapabilities

give rise to

strengths andweaknesses

(Grant : 1991)

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BMI-BRSCURegenerating Strategy : Strategic Leadership as a way of Business Life BMI-BRSCUSR 6

CREATIVE TENSIONSEEKS RESOLUTION

RESULTS IN ACTIONTHE GLUE

THATHOLDS STRATEGYTOGETHER

PARADIGMSandPARADIGM SHIFT

LEADERSHIP STYLECULTURE, VALUESSCENARIOS

CORPORATE CHALLENGES, COMPETITIVE INNOVATION, STRATEGIC ACTION PLANSSHARED UNDERSTANDING AND COMMITMENTTAPPING THE COLLECTIVE WISDOM OF THE TOTAL ORGANISATION

PERFORMANCE MILESTONESMeasuring SuccessSTRUCTURERequired for the futureSTRATEGIESCORE COMPETENCIESFUTURE BUSINESS IDEA STRATEGIC ARCHITECTURERESOURCES, SKILLS, KEY CAPABILITIESFUTURE DRIVING FORCESWOTCHANGING GAME RULESREDEFINING BOUNDARIESSTRATEGIC INTENTVISION, MISSION, SLOGANVALUES, CONTEXTCURRENT REALITYRULES OF THE GAMEBUSINESS IDEA

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BMI-BRSCUSTRENGTHSand WEAKNESSES

OPPORTUNITIESand THREATSOrganisational LearningSTRATEGIC LEADERSHIPAs a way of Business LifeENVIRONMENTAL FORCESORGANISATIONALRESOURCESCAPABILITIES

CURRENT REALITYSTRATEGIC INTENT, VISION, MISSIONDRIVING FORCEPERFORMANCE GUIDELINESINDUSTRY FORESIGHTUNDERSTANDING THE INDUSTRY

SCENARIOSUNDERSTANDINGTHE ENVIRONMENT

BUSINESS IDEAUNDERSTANDINGTHE INSTITUTIONTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an Organisation(After Johnson : 1988)STRATEGY AND PARADIGMSIf you want to understand the World, commonly held ideas are absolutely blinding.The only way to spot threats and opportunities is to break out of a narrow way of thinking.. . . If youre trying to reach enlightenment, you must develop, in this order, right view, right intention, right action.

If youre not seeing the world properly, you have no hope of any sort of breakthrough. (Ramo: 2009: 134)

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DOING

ContentContextShortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight

Blind spots

Bright sparksData Facts, observations, data pointsInformation Data with meaningKnowledge Information with insightWisdom Knowledge with context(Source: Based on Dr. Kanes Rajah: 2005)

Partial knowledge

Incorrect knowledge

False knowledge

No knowledgeBEINGProcessSTRATEGY AND PARADIGMSMore than anything, what you want to know is when change is going to begin. This sense is known as mastery of incipience, and the skill is often praised as the highest form of wisdom. (Ramo: 2009: 161). . . . truth emerges through debate, study, reflection, meditation, and, at long last, insight delivered like lightning. (paraphrase of Ramo, 2009: 212). . . . The environment is far more powerful than any individual. It is never stable and in its sudden changes from one state to another, more important than the desires of any of us . . . Context is everything . . . (Ramo: 2009: 160).

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BMI-BRSCUTHE UNIVERSAL HUMAN PARADIGM(Goss : 1996)

in order to ...Listening for ... so as to act by ... CONTROL LIFE, have it turn out the way it SHOULD and AVOID having life turn out the way it SHOULDNTEvery human being compensating for what is NOT POSSIBLE or not possible at this time - - - What could go wrong ? What is, or isnt the way it should be?Whats right ? Whats wrong?Who is to blame?

The name of the Game is . . . Pursue life so that it turns out the way it should, and if it doesnt someone is to blame ..

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GENERIC CONTRACTOR PARADIGM(Based on Goss : 1996)

in order to ...Listening for ... so as to act by ...Are there any projects out on tender, being planned ?

Being first in the queue, tendering, negotiating,de-speccing and getting Contracts - - -Manage and build,make a profit, keep the core workforce busy, and avoid not having enough work - - - The Name of the Game is - - - OPPORTUNISTIC, ADVERSARIAL, TOUGH IN ALL DEALINGS, WIN-LOSE AND SHORTTERM ORIENTATION

THE FILTER, OR FEASIBILITY SIEVE

WAY OF ACTING IN ORDER TO SUCCEED

+

SOURCE OF POWER INHERITED FROM THE PASTDESIRED OUTCOME FOR CONTRACTOR

CONTENT OF DECISIONSPASTPROCESS OF DECISION MAKINGPASTCONTEXT IN WHICH DECISIONSOCCURSPAST

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BMI-BRSCUTHE PROPERTY MARKET AND COMPLEXITY

Theres always work to be done. A second curve waiting to be invented (Charles Handy)

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Paradigm Re-inventionScope of change and transformation

Critical mass of Investors(Whole community)Single Investor (Part of community)Paradigm PioneerEarly adopterParadigm shiftLateAdopterBandwagon Flocking Herd behaviour

Impact of Change and transformation

All Countries(Whole World)SingleCountry(Part of World)

THE LOCAL PROPERTY MARKETLIMITS TO GROWTHPARADIGMS CHALLENGEDALTERNATIVE INVESTMENTS REINVENTION A Structural Change? Self OrganisationOrder for Free!Property a preferred Investment!THE GLOBAL PROPERTY ENVIRONMENTDEMISE THE PROPERTY BUBBLE?

THEEDGE OF CHAOSCREATIVITYINNOVATION

The current and known world The future, unknown THE PROPERTY MARKET AND COMPLEXITYIndividualBanksPublicopinionMinistryTreasuryIMFWorld BankContagion

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CREATING THE FUTURETHE QUEST FOR COMPETITIVENESS

RESTRUCTURINGTHE PORTFOLIOAND DOWNSIZING HEADCOUNTREENGINEERING PROCESSES ANDCONTINUOUSIMPROVEMENTREGENERATING STRATEGIES

SMALLER

BETTERDIFFERENTREINVENTING THE LEADERSHIP,THE ORGANISATION,THE INDUSTRY

TRANSFORMEDPOSSIBLE RESULTSIMPOSSIBLE RESULTS

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Current reality

Designated impossibleFuture !Designated impossibleFuture !

THE VALLEY OF DEATHPARADIGMSCHALLENGEDPARADIGMSREINVENTEDCurrent futureSecurity in smallsteps - lets just incrementallyimprove whatwere doing ?

You dont get to impossible through improvement !Lets work back from the future !MOVING OUT OF THE COMFORT ZONE

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Current reality

Designated impossibleFuture !Designated impossibleFuture !

THE VALLEY OF DEATHPARADIGMSCHALLENGEDThe Universal Human Paradigm is about the past, whereas inflection points are about the future.

The leap from the Universal Human Paradigm to the Reinvention Master Paradigm at these inflection points is like going through THE VALLEY OF DEATH.PARADIGMSREINVENTEDCurrent futureSecurity in smallsteps - lets just incrementallyimprove whatwere doing ?

You dont get to impossible through improvement !Lets work back from the future !MOVING OUT OF THE COMFORT ZONE

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BMI-BRSCUTHE PARADIGM SHIFT QUESTION What is impossible to do in your business (field, discipline, department, division, technology, etc)but if it could be done, would fundamentally change it ?

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BMI-BRSCU BMI-CSLORLR 17

CONTEXT IN WHICH DECISIONSOCCURSFUTURECONTENT OF DECISIONSPASTPROCESS OF DECISION MAKINGPRESENT

(Based on Pettigrew, 1988)WHAT?HAVINGI HAVEHOW?DOINGI DOTHE REINVENTION PROCESS(Based on Pettigrew)WHY? BEINGI AM

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CONTEXT IN WHICH DECISIONSOCCURSFUTURECONTENT OF DECISIONSPASTPROCESS OF DECISION MAKINGPRESENT

(Based on Pettigrew, 1988)WHAT?HAVINGI HAVEHOW?DOINGI DOUNTILWITHOUTUNLESSMISSING?ESSENTIAL?NEXT?

CONVERSATIONS?REQUESTS?PROMISES?WHO? BEINGI AMOUGHTSHOULDBLAME

LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMIN ORDER TO . . . CONTROL

SELF CONTROLSELF CONTROL

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StrategicanalysisStrategicchoiceStrategyimplementationEnvironmentalanalysisIdentifyingoptionsEvaluatingoptionsStakeholderexpectationsSelecti

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