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Strategy and PlanningStrategy and Planning

Nancy Truitt Pierce TELA Spring 2009

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ObjectivesObjectives

Discuss Strategic Thinking Review the steps of Strategic Planning Develop some answers to the questions

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Strategic ThinkingStrategic Thinking

Everyone wants it What is it? How do you do it?

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Strategic ThinkingStrategic Thinking

From Wikipedia:

to seek innovation and imagine new and very different futures that may lead the company to redefine its core strategies and even its industry.

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Strategic ThinkingStrategic Thinking

From NTP:

A big picture look outside the boundaries of your organization to include the system it sits within, it’s history and competencies and consider needs and opportunities based on that larger system.

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Competencies of Strategic Competencies of Strategic ThinkingThinking

From Liedtka: Systems perspective Intent Focused Thinking in Time Hypothesis Driven Intelligent Opportunism

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Strategic ThinkingStrategic Thinking

What other competencies from the reading?

What makes sense to you? How can you apply this to your

department?

Adobe Case Study

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Strategic PlanningStrategic Planning

What it is Internal and External How to do it The key questions The Sweet Spot Model

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Vision

Key Strategies

Goals

Work Plans

Integrated PlanningIntegrated Planning

ExternalInternal

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Internal VisionInternal Vision

It’s about Organization and Team Driven by Values and Principles To execute on the business plan Very inclusive process Drives the Culture & Capability

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External VisionExternal Vision

It’s about product, market & positioning

Multi-dimensional problem Driven by the stage Very closely held process Requires strategic thinking that not

everyone can do

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The Key The Key QuestionsQuestions What business you are in What is changing around you Who you serve, in order of

priority What they want - now and in

the future Who or what you compete with How they differentiate

themselves

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The Key The Key QuestionsQuestions What core competence you

have What drives your business What you don’t do Which you do offer Why on all of the above How you will do it

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Looking for the Sweet SpotLooking for the Sweet Spot

Customer Needs

The Business We Are In

Our Competitors

Our Capabilities

The Sweet Spot

The Future

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Real Time StrategyReal Time Strategy

Bring in what you are learning from the Market

Ask the questions again and again It’s normal to adapt your strategy several

times in the stages of growth “Live, Learn and Launch!”

• Fred Wright, CEO, Who’s Calling

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Iterate, Iterate, Iterate, Iterate, IterateIterate Keep turning the pieces around Look at them from all sides See how the second changes the first

and third Look for new insights

Which we will start today

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What Business Are you What Business Are you In?In?

The first question. It defines the pyramid It influences all other decisions Some Examples

• Fire department• PUD

How to think about it for IT?

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Who are the Who are the customer?customer?

Who are they? What do they want? What pain do you ease? In what order of Priority?

With Feedback from the Customers(how do you get feedback?)

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TrendsTrends

What trends may impact us? What trends may impact our customers? What changes are we anticipating?

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Who or What is the Who or What is the CompetitionCompetition

Who do we compete against?

What do we compete against?

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What are our What are our Competencies?Competencies?

What are we getting good at• Knowledge• Skills• Abilities• Connections• Insights

And what’s growing as we speak!

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Scenarios to ConsiderScenarios to Consider

Criteria for Scenarios• Leverage us well• Builds core disciplines• Meets a clear need in the market

A few to consider Pros and Cons of Each