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1、Strategic Planning in the Private Sector,Contact: Phyllis Yale, Hernan Saenz Glenn Haufler,August 2003,2,StrategicPlanninginthePrivateSector,Agenda,What successful companies do Examples from the private sector,3,StrategicPlanninginthePrivateSector,Success is rare and few entities accomplish their go
2、als,4,StrategicPlanninginthePrivateSector,Keys to success,A well developed, differentiated strategy,A rigorous, fact based planning process to connect strategy with tactics,A well aligned, effective organization to execute,5,StrategicPlanninginthePrivateSector,“Strategy” defined: Oxford dictionary,“
3、The art of a commander-in-chief. The art of projecting and directing the larger military movements and operations of a campaign. Usually distinguished from tactics which is the art of handling forces in battle or in the immediate presence of the enemy.”,6,StrategicPlanninginthePrivateSector,“Strateg
4、y” defined: Bain perspective,A dynamic plan to differentiate a business from its competitors profitably and sustainably A proprietary set of actions that create and capture value by serving customers in a superior way relative to competitors Informs virtually all decisions Portfolio strategy: Where
5、to play? Business unit strategy: How to win?,7,StrategicPlanninginthePrivateSector,Strategy is about making choices,Where we will and wont compete,Where we will and wont invest,Businesses,Customers,Geographies,Activities,Markets,8,StrategicPlanninginthePrivateSector,Companies who succeed are focused
6、 and are the best at what they do,0,20,40,60,80,100%,Multi core,None,Regional focus,One business,Channel focus,Percent of companies,Customer focus,9,StrategicPlanninginthePrivateSector,Keys to success,A well developed, differentiated strategy,A rigorous, fact based planning process to connect strate
7、gy with tactics,A well aligned, effective organization to execute,10,StrategicPlanninginthePrivateSector,75% of U.S. organizations believe they need to upgrade their strategic planning process,“Our strategic planning process is effective”,“Our strategic planning process is fully developed”,11,Strate
8、gicPlanninginthePrivateSector,Best demonstrated strategic planning process,Mission,Define the mission,Rarely,Portfolio Strategy,Decide what businesses and markets to compete in Determine success metrics by business,Every 5 years,Business Unit Strategy,Develop differentiated offering Identify changin
9、g dynamics External Internal Identify key gaps,Every 2-3 years,Tactical Planning,Set targets and timelines Design key initiatives Develop implemen-tation plans Realign organization,Annually,Execution and Tracking,Track performance against plans Modify plans as necessary,On-going,12,StrategicPlanning
10、inthePrivateSector,Business unit strategy must be informed by the facts around the “3Cs”,Fact based diagnostic and value proposition,Customers,Competitors,Costs,What does our target customer value?,What can competitors offer and how can we beat this offering?,How can we provide our value proposition
11、 at minimum costs?,Market size,Market growth,Customer segments,Channel segments,Price experience,Cost experience,Product profitability,Channel profitability,Value chain economics,Systems cost,Cost position,Competitive position,Profitability,Strategy,Commitment,13,StrategicPlanninginthePrivateSector,
12、Strategic planning is often done without reference to facts,Actual average market growth,Forecast average company growth,Forecast average company earnings growth,14,StrategicPlanninginthePrivateSector,Planning processes of best-in-class firms,Senior management devotes significant time Systematic, wi
13、th clearly defined steps Rigorous, fact-based approach, and a consistent view of the future Coordinated across business units Enables quick decision making and course correction,Note: Examples include GE, Dell, Agilent, Abbott, Emerson Electric, Sun,15,StrategicPlanninginthePrivateSector,Keys to suc
14、cess,A well developed, differentiated strategy,A rigorous, fact based planning process to connect strategy with tactics,A well aligned, effective organization to execute,16,StrategicPlanninginthePrivateSector,A high performance organization aligns five elements,2. Drives effective decisions,3. Align
15、s the front line with right jobs and right incentives,4. Right people,Leadership,Decisions,Processes,People,Culture,1. Provides sustained leadership,5. Creates a high performance culture,17,StrategicPlanninginthePrivateSector,Agenda,What successful companies do Examples from the private sector,18,St
16、rategicPlanninginthePrivateSector,Successful strategic planning begins with a clear, focused mission,Force trade-offs between competing resource demands Test soundness of a particular action Set clear boundaries on what to do and what not to do Make clear what “the core” is,Memorable distillation of strategy clearly understood by all,19,StrategicPlanninginthePrivateSector,A well defined mission helps answer the questions that define the core business,Wha
