strategy development workshop

Objectives

• To determine which products and services are to be the primary and secondary focus for selling to client base

• To determine the organisational capability required to focus on the identified products and services, and provide a gap analysis

Agenda

Session 1: 9.00am – 12.30pmDetermine Service Focus• Conduct an analysis of products and services

– Market Share vs. Potential Growth– SWOT– Product Life Cycle

• Select the services that will be primary and secondary focus for division

Agenda

Session 2: 1.15pm – 4.30Assess Organisational Capability to Deliver• Assess the division’s current, and required capability to

focus on the selected services• Provide Gap Analysis• Draw focus on Clear Weaknesses as a basis for

brainstorming and action planningBrainstorming/Action Planning• Assign ownership for addressing each of the clear

weaknesses • Develop tangible action plans

Determine Service Focus

Product Service Offerings

Question Marks Stars

Dogs Cash Cows

PotentialMarket Growth

Relative Market Share

More Question Marks

• What other services are natural extensions of our current offerings?

• What are the emerging needs of our clients• Do they fit in our service profile?

Putting the Dogs Out

• What % of our resources are servicing the dogs?– Time – Budget– Planning Effort

• What is the impact of putting the dogs out?

Question Marks to Stars

• What Question Marks have the potential to become Stars?

• Which Question Marks should we invest in? How?

Stars SWOT

Strengths Weaknesses

Opportunities Threats

Internal

External

Help Objective Harm Objective

Cash Cows

• Will our Cash Cows be with us forever?

• Where are they now?• Which Stars will take their

place?

Market Focus

• Primary– Cash Cows yet to decline– Stars that will become Cash Cows– Question Marks to invest in becoming Stars

• Secondary– Maintaining presence of Cash Cows– Maintain and Build Stars– New Question Marks

Tactical Planning

• Ownership• Objective Setting• Implementation• Monitoring and Reporting

Organisational Capability Assessment

Dimensions of Organisational Capability

• Strategic Accuracy and Clarity• Strategy Execution• Managing Innovation and Change• Attracting/Retaining/Motivating Talent• Leveraging a Productive Culture• Managing Profitability and Delivering Value• Developing Future Leaders• Governance

Organisational Skills

• Capability can be assessed through demonstration of identifiable organisational skills

• Organisations may not be equal across all skills• Even if they are skilled in all, they will be better in

some in relation to others

Activity – Current State of Business Advisory

• Review the items on each of the cards and consider what would best describe the division today– Leading Edge/Best– Equal to Most– Behind the Pack

• Place the card in the appropriate pile• You need to finish with an even distribution of items

Tally Results

• Write the Cluster and Item number of each of the 32 cards in their Leading Edge/Best pile on the green dots

• Write the Cluster and Item number of each of the 32 cards in their Behind the Pack pile on the orange dots

• Place your green dots next to the relevant item on the poster (aligned to the left)

• Place your orange dots next to the relevant item on the poster (aligned to the right).

Who do we need to be?

• Consider the services that are going to be our primary and secondary focus– What the issues that we are likely to face?– What is the most likely action by competitors?– What opportunities exist?– What possibilities are there?– What are we known for?

Activity – Future State of Business Advisory

• Review the items on each of the cards and consider how important the item is to Business Advisory for the future– Mission Critical/Essential– Useful/Nice to Have– Not Important

• Place the card in the appropriate pile• You need to finish with an even distribution of items

Tally Results

• Write the Cluster and Item number of each of the 32 cards in their Mission Critical/Essential pile on the green dots

• Write the Cluster and Item number of each of the 32 cards in their Not Important pile on the orange dots

• Place your green dots next to the relevant item on the poster (aligned to the left)

• Place your orange dots next to the relevant item on the poster (aligned to the right).

Gap Analysis

• Clear Strengths – Strong at the things that are important in the future

• Clear Weaknesses– Weak at the things that are important now and in the future

• Hidden Strengths– Strong at the things that aren’t seen as being important in the future

• Non-Issues– Weak at the things that aren’t seen as being important in the future

Next Steps

Focus on:• Primary Services• Organisational Capability WeaknessesDetermine for each:• Ownership• Objectives• Brainstorming/Action Planning process• Implementation plan• Monitoring and Reporting process