roymoggadmin
05-13-2009, 05:13 PM
Planning Strategic Change
The strategy planning process we have designed is based on a market fitting model and built around designing an approach to face an enterprise (or not for profit organization) towards 'its' competitive environment
The following five principles are applied to the assignment process:
We work towards a target of completing the strategy planning process within a defined time period (usually five weeks) split up into key stages with clear deliverables for each stage. Each phase is strictly time-boxed and estimated separately, ensuring that if the project is stopped early nevertheless the process delivers clear benefit to the client.
Time boxing the intervention ensures, no project drift in time due to over analyzing, momentum is built up for the change and the move to action is prepared.
Intense client involvement is demanded to ensure the early adoption of the strategy and to manage change issues. We apply a model of joint power within the consulting assignment - this implies joint ownership of the strategy process itself.
The client is involved at all stages, including analysis, to ensure knowledge transfer of the strategy process. We provide analysis and content input to the organization to add value to the work carried out in the strategy process itself.
Strategy forming and implementation should be linked, in our view, and an early move towards action is a clear theme within our strategy processes.
General strategy process
The drawing below gives a high level overview of the strategy fitting model applied by Crosslight Consulting:http://www.crosslight.co.uk/CrossLightForum/../images/turbomethod.jpg
Main Steps
Consultancy will be provided in managing the process (including workshops), providing methods and tools and specific content knowledge. Parallel with the workshop and primary data collection the consulting team will carry out extensive marketing analysis (including external interviews), make economic and general trend projections and assist the client team in preparing their input. The process of strategy forming can be split into four main phases which roughly correspond to a workshop schedule covering the main sections of the final report.
Workshop One
The first workshop will define the external market factors. A form of nominal group brainstorming is typically used - the issues in the external market use the STEP++ categorization model. As well as the STEP factors the main implications for the structuring of the industry are derived. The session includes a Porter five forces consideration of the competitive environment and the rules of competition will be derived.
Workshop Two
The purpose of the second workshop is to understand how the main industry and competitive forces that the enterprise faces, impact on the business, and sense whether new approaches are necessary. Held over two days, each participant will be asked to prepare a five-minute presentation to the groups on their view of the competition in the market and the service and delivery issues (internal SWOT). It is here that the high level focus and mission objectives of the enterprise (or not for profit organization) are set down.
Workshop Three
Scenarios will be generated to pull together the overall options for change. For example organic growth and breakthrough to new business models may be considered. From this workshop we set down the selected options and begin to model in more detail our approach and identify the initial actions in the implementation phase.
Workshop Four
Financial models and the completion of the implementation plan form the core of this workshop
Data Collection Methods
Primary data collection interview techniques:
Group interviews and workshops (used for STEP and competitors reviews) using hexagon brainstorming which is a form of nominal group technique, and group reporting. Within this type of process inputs are weighed by the participants and a general group consensus of the issue is formed.
In depth semi-structured individual interviews with main stakeholders, the structure of the interview being defined from the outputs of the workshops – if any gaps were evident for example. Data can be analyzed using affinity mapping and clustering - to summarize the interview data and extract key themes.
Secondary data techniques:
Group interviews and workshops (used for STEP and competitors reviews) using hexagon brainstorming which is a form of nominal group technique, and group reporting. Within this type of process inputs are weighed by the participants and a general group consensus of the issue is formed.
In depth semi-structured individual interviews with main stakeholders, the structure of the interview being defined from the outputs of the workshops – if any gaps were evident for example. Data can be analyzed using affinity mapping and clustering - to summarize the interview data and extract key themes.
Presenting Results
For the main scenarios (for example: organic, sustained growth and breakthrough) identified, a full financial model will be prepared and the sensitivity of our assumptions checked and agreed. The final result or deliverable is a strategy plan report and a panel presentation prepared for the management team.
The strategy planning process we have designed is based on a market fitting model and built around designing an approach to face an enterprise (or not for profit organization) towards 'its' competitive environment
The following five principles are applied to the assignment process:
We work towards a target of completing the strategy planning process within a defined time period (usually five weeks) split up into key stages with clear deliverables for each stage. Each phase is strictly time-boxed and estimated separately, ensuring that if the project is stopped early nevertheless the process delivers clear benefit to the client.
Time boxing the intervention ensures, no project drift in time due to over analyzing, momentum is built up for the change and the move to action is prepared.
Intense client involvement is demanded to ensure the early adoption of the strategy and to manage change issues. We apply a model of joint power within the consulting assignment - this implies joint ownership of the strategy process itself.
The client is involved at all stages, including analysis, to ensure knowledge transfer of the strategy process. We provide analysis and content input to the organization to add value to the work carried out in the strategy process itself.
Strategy forming and implementation should be linked, in our view, and an early move towards action is a clear theme within our strategy processes.
General strategy process
The drawing below gives a high level overview of the strategy fitting model applied by Crosslight Consulting:http://www.crosslight.co.uk/CrossLightForum/../images/turbomethod.jpg
Main Steps
Consultancy will be provided in managing the process (including workshops), providing methods and tools and specific content knowledge. Parallel with the workshop and primary data collection the consulting team will carry out extensive marketing analysis (including external interviews), make economic and general trend projections and assist the client team in preparing their input. The process of strategy forming can be split into four main phases which roughly correspond to a workshop schedule covering the main sections of the final report.
Workshop One
The first workshop will define the external market factors. A form of nominal group brainstorming is typically used - the issues in the external market use the STEP++ categorization model. As well as the STEP factors the main implications for the structuring of the industry are derived. The session includes a Porter five forces consideration of the competitive environment and the rules of competition will be derived.
Workshop Two
The purpose of the second workshop is to understand how the main industry and competitive forces that the enterprise faces, impact on the business, and sense whether new approaches are necessary. Held over two days, each participant will be asked to prepare a five-minute presentation to the groups on their view of the competition in the market and the service and delivery issues (internal SWOT). It is here that the high level focus and mission objectives of the enterprise (or not for profit organization) are set down.
Workshop Three
Scenarios will be generated to pull together the overall options for change. For example organic growth and breakthrough to new business models may be considered. From this workshop we set down the selected options and begin to model in more detail our approach and identify the initial actions in the implementation phase.
Workshop Four
Financial models and the completion of the implementation plan form the core of this workshop
Data Collection Methods
Primary data collection interview techniques:
Group interviews and workshops (used for STEP and competitors reviews) using hexagon brainstorming which is a form of nominal group technique, and group reporting. Within this type of process inputs are weighed by the participants and a general group consensus of the issue is formed.
In depth semi-structured individual interviews with main stakeholders, the structure of the interview being defined from the outputs of the workshops – if any gaps were evident for example. Data can be analyzed using affinity mapping and clustering - to summarize the interview data and extract key themes.
Secondary data techniques:
Group interviews and workshops (used for STEP and competitors reviews) using hexagon brainstorming which is a form of nominal group technique, and group reporting. Within this type of process inputs are weighed by the participants and a general group consensus of the issue is formed.
In depth semi-structured individual interviews with main stakeholders, the structure of the interview being defined from the outputs of the workshops – if any gaps were evident for example. Data can be analyzed using affinity mapping and clustering - to summarize the interview data and extract key themes.
Presenting Results
For the main scenarios (for example: organic, sustained growth and breakthrough) identified, a full financial model will be prepared and the sensitivity of our assumptions checked and agreed. The final result or deliverable is a strategy plan report and a panel presentation prepared for the management team.