The ‘Right Strategy’
aligns the vision and spirit of your business.

Choosing the Right Strategy is the most important function of the CEO and Board.

It also provides the framework for the organisation to make decisions.

The most challenging aspect of leading a business is in navigating the inherently imperfect world of allocating limited resources internally whilst anticipating or responding to external threats and opportunities.

The ‘Right Strategy’ liberates the organisation from being merely ‘opportunistic’ to being able to evaluate and to take advantage of the ‘Right’ opportunities. Using a sailing analogy, it’s the difference between merely following the direction of the wind -versus charting a course to arrive at a destination.

You know customer perceptions of value are changing rapidly; what was a ground-breaking innovation yesterday is the new norm today. You know that new business models are up-ending industries; its far easier for agile start-ups to commence with an innovative business model than it is for established mid-size businesses to shift gear; the pull of Business as Usual is powerful.

A new perspective

The process of choosing the Right Strategy is transformative, resulting in outcomes that typically include:
  • Perspective and new insight about the potential for your business.
  • An inspired vision – that articulates the impact your businesses wishes to make and motivates your stakeholders.
  • A clear winning strategy.
  • An updated or new business model.
  • Clarity about the skills and resources you need to implement your strategic plan.
  • An energised Leadership Team focused on measuring and managing the right things?
  • A clear implementation plan with clear 90 day objectives.
  • Have developed a ‘strategy development’ methodology that you can manage internally over and over.
  • Be well on the way to transforming your business and taking a leadership position in your industry.

A key challenge in making the right strategic choices – is objectivity.

Can you and your team, your board, truly objectively understand your current position, the internal challenges to overcome and the external head and tailwinds.

Three requirements for effective strategy

  1. Right Strategy A process for developing the ‘Right Strategy’ for your organisation.
  2. Implementation Plan An effective Implementation Plan, that applies resources appropriately, identifies milestones and has a monitoring mechanism that measures the right things.
  3. Advisory Board An Advisory Board is an ideal accountability framework for the CEO, Board and Leadership team. Structured correctly an Advisory Board can provide the independent, objective perspective that amplifies your organisations capability.

Developing your right strategy is clearly not the same as building your operational plan to improve efficiency, profit and cash-flow. Developing strategy is about re-thinking what to do and is based on insight.

Typical catalysts for a strategic review

  • Continued revenue and or margin decline – despite efforts to rectify.
  • New innovative and or well-resourced competitors.
  • Intergenerational change taking place in Family businesses.
  • Shareholder or key leadership team change.
  • Inadequate return on investment for the shareholders.
  • High staff turnover.
  • You seek to enter an entirely new market.
  • You have an incredible new opportunity or innovation that is transformative

The objective of your Strategic Planning process is to build a winning strategy for your business, one that is built on insight, about your opportunities, distinctive capabilities and your resources.

Why do so many strategic plans fail?

  • Most plans are ‘operational’ rather than strategic
  • Lack of commitment to the process.
  • No objectivity – Not the right people involved in the process.
  • Lack of resource for implementation.
  • Biased perspective about the market and trends.
  • It’s a feel-good exercise but no process for implementation.
  • The strategy was misaligned to the values of the organisation.
  • Unrealistic goals that demotivate rather than inspire.
  • No accountability, strategy changes as new opportunities arise.

Ten Step Process

Our Leading Strategy™ strategic planning process has 3 Phases. The process starts with the engagement of all the stakeholders who will be responsible for the implementation of the plan and ends with a crystal clear 2-page strategy summary and a commitment to implement through specific objectives every 90 – days.

  • Research
  • 1Engagement

    Who needs to participate, who will drive, who will be impacted by, who will authorise?

  • 2Reality Check

    Market analysis, Customer feedback, net promoter score, focus groups, research,
    positioning analysis, SWOT.

  • Design
  • 3Visioning

    What’s your Winning Aspiration, what’s the impact we seek to have? Where do we want to get to and why? What motivates us?

  • 4Goals, Objectives

    What are the milestones that will highlight success?

  • 5Strategy Formulation

    Review strategic options based upon purpose, risk appetite potential. Clarify ‘right’-business model using the Business Model Canvas.

  • Build
  • 6Organisational Structure

    The organisational structure aligned to strategy, now and 3 years hence.

  • 7The Numbers

    3 Year budget and KPI dashboard.

  • 890 Day Review

    Quarterly goals drive implementation and accountability for the Leadership Team.

  • 9Plan Presentation

    Clear and effective two-page Strategic Plan format. Cascade throughout the organisation.

  • 10Advisory Board

    Independent perspective and accountability for the CEO, directors and Leadership Team.