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© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

Strategic planning HP Learning Initiative For Entrepreneurs www.life-global.org

© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

Greg Fisher Asst Professor of Management and Entrepreneurship Indiana University Kelley School of Business.

Introduction to Strategic Planning

and Strategic Management

Greg Fisher

5 Elements of Strategic Planning & Strategic Management

Analysis

Choice

Alignment

Monitoring

Adaption

1

2

3

4

5

Analysis 1

1.  What’s happening externally?

2.  What’s happening internally

3.  How do internal resources and capabilities fit with external possibilities?

Analysis 1

Strengths Weakness

Opportunities Threats

Strengths Weakness

Oppo

rtun

itie

s Th

reat

s

SO Strategic Options

WO Strategic Options

ST Strategic Options

WT Strategic Options

Choice 2

1.  Where should we play?

2.  How will we win?

3.  What are we not going to do?

Choice 2

Where to play?

How to win?

What are we not going to do?

Product markets? Geographic markets?

Focal customers?

Differentiation? Competitive advantage?

Tradeoffs? “Strategy is about deciding what you are

not going to do”

Alignment 3

1.  What capabilities and resources do we have?

2.  What capabilities and resources do we need?

3.  How will we align our resources & capabilities ?

Alignment 3

Customer Relationships

Customer Segments

Channels

Key Partners

Key Activities

Key Resources

Value Proposition

Cost Structure

Revenue Streams

Monitoring 4

1.  How will we know we are successful?

2.  What are our targets?

3.  When and how will we monitor performance?

Monitoring 4

Customers Processes

People

Financial

Strategy

Adaption 5

1.  Why are we not getting desired results?

2.  What needs to change, stay the same?

3.  How will changes translate into desired outcomes?

Adaption 5

Why are we not getting the results we desire?

Route Cause Analysis: 5 Why’s Deciding what to change?

Why is that?

Why is that?

Why is that?

Why is that?

Strategic Continuity

Is there enough continuity in your

strategy to allow your organization to get

really good at what it does?

Continuity is required

to foster differentiation and alignment.

Tension

5 Elements of Strategic Management

Analysis"

Choice"

Alignment"

Monitoring"

Adaption"

SWOT"

Differentiation + Tradeoffs"

Business Model Canvas"

Balanced Score Card "

5 Why’s + Strategic

Continuity"

1!

2!

3!

4!

5!

1. What’s happening externally?2. What’s happening internally?3. How do internal resources & capabilities fit with external possibilities? "

1. Where should we play? "2. How will we win? "3. What are we not going to do? "

1. What capabilities and resources do we have? "2. What capabilities and resources do we need? "3. How will we align our resources & capabilities ? "

1. How will we know we are successful? "2. What are our targets? "3. When and how will we monitor performance? "

1. Why are we not getting desired results?2. What needs to change, stay the same?3. How will changes translate into desired outcomes? "

Step! Key Questions! Tools!

© Copyright 2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

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