7 Habits PPT - Strategic Business Planning-Part2

Session 2
Mike Cameron
Principal & Management Consultant
Strategic Business Planning
~ Session 2
Some processes to
stir your thoughts
plus a whole pile of
acronyms !!
Strategic Business Planning ~ Session 2
The method of the enterprising
is to plan with audacity and
execute with vigour; to sketch
out a map of possibilities and,
then, to treat them as
probabilities.
Bovee
NEED FOR
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

SUCCESS AND
CHANGE

THE PLANNING PROCESS
NEED FOR
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

SUCCESS AND
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

BOTTOM OF THE
BOX

NEED FOR
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

SUCCESS AND
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

BOTTOM OF THE
BOX

NEED FOR
CHANGE

+

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

A FAST START
THAT FIZZLES

NEED FOR
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

SUCCESS AND
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

BOTTOM OF THE
BOX

NEED FOR
CHANGE

+

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

A FAST START
THAT FIZZLES

NEED FOR
CHANGE

+

VISION

+

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

FRUSTRATION
AND ANXIETY

NEED FOR
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

SUCCESS AND
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

BOTTOM OF THE
BOX

NEED FOR
CHANGE

+

+

CAPACITY
FOR CHANGE

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

A FAST START
THAT FIZZLES

NEED FOR
CHANGE

+

VISION

+

+

IMPLEMENT
ACTIONABLE
FIRST STEPS

=

FRUSTRATION
AND ANXIETY

NEED FOR
CHANGE

+

VISION

+

CAPACITY
FOR CHANGE

+

=

HAPHAZARD OR
FALSE START


THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE
Dr Stephen R. Covey
1. BE PROACTIVE
2. BEGIN WITH THE END IN MIND
3. PUT FIRST THINGS FIRST
4. THINK WIN / WIN
5. SEEK FIRST TO UNDERSTAND
THEN, TO BE UNDERSTOOD
6. SYNERGISE
7. RENEWAL / CONTINUOUS IMPROVEMENT
Dr Stephen R. Covey
1. BE PROACTIVE
4. THINK WIN / WIN
6. SYNERGISE
Dr Stephen R. Covey
1. BE PROACTIVE
4. THINK WIN / WIN
6. SYNERGISE
Dr Stephen R. Covey
4. THINK WIN / WIN
5. SEEK FIRST TO UNDERSTAND, THEN, TO BE
UNDERSTOOD (Become good at LISTENING)
Dr Stephen R. Covey
THINK ~ WIN / WIN
Dr Stephen R. Covey
4. THINK ~ WIN / WIN
Things turn out best for the people
who make the best out of the way
things turn out.
Art Linkletter
The secret of making something work is, first of
The secret of making something work is, first of
all, the deep desire to make it work:
all, the deep desire to make it work:
Then, the faith and belief that it can work:
Then, the faith and belief that it can work:
Then, to hold that clear, definite vision in your
Then, to hold that clear, definite vision in your
consciousness and see it working out, step by
consciousness and see it working out, step by
step, without one thought of doubt or disbelief.
step, without one thought of doubt or disbelief.
Eileen Caddy
P.D.M.I.
P.D.M.I.
PLAN
DO
MEASURE
IMPROVE
P.D.M.I.
PLAN
P.D.M.I.
PLAN
The Action Plan allows you to identify and establish
CRITICAL SUCCESS FACTORS (CSFs)
and
key MEASURES of PERFORMANCE (MoPs)
for the business
P.D.M.I.
PLAN
The Action Plan allows you all to identify and establish CRITICAL SUCCESS FACTORS (CSFs) and key
MEASURES of PERFORMANCE (MoPs) for the business
DO
The Action Plan is developed by you all (as a team) through a
commitment to the business vision and a willingness to deploy
the resources and energy to achieve that objective.
P.D.M.I.
PLAN
MEASURES of PERFORMANCE (MoPs) for the business
DO
The Action Plan is developed by you all (as a team) through a commitment to the business vision and a
willingness to deploy the resources and energy to achieve that objective.
MEASURE
Continuously measure and monitor the effectiveness of your
teams planning process/es and the implementation of your
Action Plan for the business.
P.D.M.I.
PLAN
MEASURES of PERFORMANCE (MoPs) for the business.
DO
The Action Plan is developed by you all (as a team) through a commitment to the business vision and a
willingness to deploy the resources and energy to achieve that objective.
MEASURE
Continuously measure and monitor the effectiveness of your teams planning process/es and the
implementation of your Action Plan for the business.
IMPROVE
Continuously seek to improve the effectiveness of your teams
Action Plan through reviewing the planning process/es and the
implementation of your improved action plans.
P.D.M.I.
PLAN
The Action Plan allows you all to identify and establish CRITICAL SUCCESS
FACTORS (CSFs) and key MEASURES of PERFORMANCE (MoPs) for the
business.
DO
The Action Plan is developed by you (as a team) through a commitment to the
business vision and a willingness to deploy the resources and energy to achieve that
objective.
MEASURE
Continuously measure and monitor the effectiveness of your teams planning
process/es and the implementation of your Action Plan for the business.
IMPROVE
Continuously seek to improve the effectiveness of your teams Action Plan through
reviewing the planning process/es and the implementation of your improved action
plans.
O.F.I.
O.F.I.
OPPORTUNITY
FOR
IMPROVEMENT
S.W.O.T.
S.W.O.T.
STRENGTHS
S.W.O.T.
STRENGTHS
WEAKNESSES
S.W.O.T.
STRENGTHS
WEAKNESSES
OPPORTUNITIES
S.W.O.T.
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
S.W.O.T.
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
S.W.O.T.
STRENGTHS
Capitalise on Strengths
WEAKNESSES
OPPORTUNITIES
THREATS
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
Exploit Opportunities
THREATS
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
Neutralise Threats
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
Neutralise Threats
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
Neutralise Threats
Remember a strength can also
be a weakness!!
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
Neutralise Threats
be a weakness!!
Write down each item under
the first two headings.
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
Neutralise Threats
be a weakness!!
Rate and prioritise each item.
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
Neutralise Threats
be a weakness!!
Draft appropriate SMART
actions to exploit or neutralise
each item.
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
Neutralise Threats
be a weakness!!
each item.
Commit yourself to action!!
S.W.O.T.
STRENGTHS
WEAKNESSES
Address Weaknesses
OPPORTUNITIES
THREATS
Neutralise Threats
be a weakness!!
each item.
Commit yourself to action!!
Dr Stephen R. Covey
SEEK FIRST TO
UNDERSTAND,
THEN, TO BE
UNDERSTOOD
(Become excellent at listening)
Dr Stephen R. Covey
5. SEEK FIRST TO UNDERSTAND, THEN,
TO BE UNDERSTOOD
The art of effective communication
Listen attentively Absorb the message
Respond respectfully
The art of effective communication
Listen attentively Absorb the message Respond respectfully
Its not what our message does to the listener,
but what the listener does with our message,
that determines our success as
communicators.
Hugh Mackay
The BOSS & The LEADER
The boss drives his people;
The leader coaches them.
The boss drives his people; The leader coaches them.
The boss depends upon authority;
The leader on goodwill.
The boss depends upon authority; The leader on goodwill.
The boss inspires fear;
The leader inspires enthusiasm.
The boss inspires fear; The leader inspires enthusiasm.
The boss says I;
The leader says We.
The boss says I; The leader says We.
The boss assigns the task;
The leader sets the pace.
The boss assigns the task; The leader sets the pace.
The boss says Get there on time;
The leader gets there first.
The boss says Get there on time; The leader gets there first.
The boss fixes the blame for the problem;
The leader fixes the problem.
The boss fixes the blame for the problem; The leader fixes the problem.
The boss knows how it is done;
The leader shows how.
The boss knows how it is done; The leader shows how.
The boss makes work a drudgery;
The leader makes it a game.
The boss makes work a drudgery; The leader makes it a game.
The boss says Go; The leader says Lets go.
The boss makes work a drudgery; The leader makes it a game.
The boss says Go; The leader says Lets go.
TIME MANAGEMENT MATRIX
Stephen Covey & Roger Merrill First Things First - 1994

Urgent Not Urgent
I
m
p
o
r
t
a
n
t

I

Crisis

Pressing problems

Deadline-driven projects

Deadline-driven meetings

Deadline-driven
preparations

20/25%
25/30%

N
o
t

I
m
p
o
r
t
a
n
t


Urgent Not Urgent
I
m
p
o
r
t
a
n
t

I

Crisis

Pressing problems



Deadline-driven
preparations

20/25%
25/30%
II

Preparations

Prevention

Values clarification

Planning

Relationship building

True re-creation

Empowerment

65/80%
15%
N
o
t

I
m
p
o
r
t
a
n
t


Urgent Not Urgent
I
m
p
o
r
t
a
n
t

I

Crisis

Pressing problems



Deadline-driven
preparations

20/25%
25/30%
II

Preparations

Prevention


Planning


True re-creation

Empowerment

65/80%
15%
N
o
t

I
m
p
o
r
t
a
n
t

III

Interruptions

Some phone calls

Some mail

Some reports

Some meetings

Many proximate,
pressing matters

Many popular activities

15%
50/60%


Urgent Not Urgent
I
m
p
o
r
t
a
n
t

I

Crisis

Pressing problems



Deadline-driven
preparations

20/25%
25/30%
II

Preparations

Prevention


Planning


True re-creation

Empowerment

65/80%
15%
N
o
t

I
m
p
o
r
t
a
n
t

III

Interruptions

Some phone calls

Some mail

Some reports

Some meetings

Many proximate,
pressing matters

Many popular activities

15%
50/60%
IV

Trivia

Busywork

Junk mail

Some phone calls

Time wasters

Escape Activities

<1%
2/3%

Remember how to ~ GET THERE ~ here it is, once again !!
Establish 4 to 6 key areas of measurable performance that is
fundamental to achieving and maintaining your business vision.
Briefly define each key area of performance.(Strategic Thrust) (KPI)
Assign 4 to 6 key activities that are critical to the success of
achieving each defined performance indicator. (Strategic Focus) (CSF)
Create 4 to 6 SMART actions for each critical success factor.
Review your action plan, re-commit to achieving your business
vision and immediate goals, re-affirm your key performance
indicators, critical success factors and IMPLEMENT specific,
agreed and individual actions immediately.
O.K.
So youre nearly at the end of this session
But youll need to review your ACTION PLANS
and make some adjustments
Wont you?
The Business Vision:
Aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa (Agreed with all of the Team)
Through:
Mmmmmmmmmmmmmmmm (Considered and confirmed with all of the Team)
Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx (Defined by the Team)
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzz (Fully discussed, evaluated and agreed with all of the Team)
Mmmmmmmmmmmmmmmm
Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Mmmmmmmmmmmmmmmm
Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
ETC ETC ETC ETC
After you confirm the CSFs you can
develop your ACTION PLAN
Strategic Business Planning ~ Revision
The Business Vision:
Aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa (Agreed with all of the Team)
Through:
Mmmmmmmmmmmmmmmm (Considered and confirmed with all of the Team)
Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx (Defined by the Team)
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz (Fully discussed, evaluated and agreed with all of the Team)
Aaaaaaaaaaaaaaaaaaaaa
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
ETC ETC ETC
This is your ACTION PLAN
This is your ACTION PLAN
Strategic Business Planning ~ Revision
Creating those SMART actions for your plan
T.I.M.E.
T.I.M.E.
T = THRUST What is the objective of the action?
T.I.M.E.
I = INTENT How does this action support your goal?
T.I.M.E.
M = MEASURE When do you know youre there?
T.I.M.E.
E = EVALUATE Have you achieved your objective?
T.I.M.E.
E = EVALUATE Have you achieved your objective?
This is the end of our second session ~ which
Im sure you found much easier than the first ~
however, youve now got some more
homework, since you will need to review,
during the next week, your current set of
action plans and make them really SMART.
Good luck
Ill see you all again next week !!!
Mike Cameron ~ July 2003

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