The Perfect Fit....for Success

STRATEGIC BUSINESS PLANNING SOLUTION THAT LEADS TO SUCCESS

There are three main reasons why the SBP (Strategic Business Planning) process is so effective. The first is to do with defining goals. It is the goals that produce the rigour and thought that lead to the production of a plan that will improve company performance.

Simply put, the goal structure is as shown below:

Distinctive Capability - The clutch of skills or competencies that distinguishes the company from the competition and will enable it to seize the opportunities that arise in the future - whatever they may be.

Market/Product - The focus of application for the company's skills and competencies.

Identify - Communicating a clear, positive perception and image of the company to each of the audiences who are important to its future wellbeing.

People - Organising the skills and competencies of the company to meet the needs of the customers both now and in the future.

Profit/Performance - Defining the results expected.! - Customising the strategy to meet the special needs of an organisation.

The second reason for the effectiveness of SBP is the logical of flow from goals to action programme, the information for which is contained on a single page. The way the plan is presented makes it look easy to achieve.

The third reason is to do with process itself, the development of the strategy. The structure of the process, from building the top team to implementing organisational change through the system of performance target teams, creates an organisation that knows where it is going, has the commitment to take it there and build-in process to enable it to structure itself to make the change.

The Rules of Strategy

There are five rules, which any strategic process should follow if it is to be successful:

There should be a formal strategic planning process.

The strategy team should be championed and led by the leader of the organisation and Directors.

The strategy should be communicated to staff and customers.

The strategy should be continuously probed and tested.

The strategy should enable managers to think strategically.

The SBP approach clearly encompasses the first four rules. What I want to explain in this summary is how it covers the last point.

Strategic Thinking

To achieve real long-term growth, a company needs a group of managers at its top. There may be one dominant director, but companies of any reasonable size cannot b run by one person. The team needs to act as one, with common aims and purposes.

The old idea of strategy, as an ivory tower exercise handed down for the managers to implement, just does not work. Directors and managers have to be their own strategists; the practitioners have to be the planners. Therefore they need a system that they can use and follow, that will be comprehensive and exhaustive, yet understandable. They need a model, which simplifies the situation, but does not ignore the complexities.

SBP is to do with the mind, both the individual minds and the collective mind of the team. One successful Managing Director described how he has a mental model of how his company operates which he calls the vehicle. All the key activities, decisions and outcomes of the business are included in this model. The three items that stand out about the vehicle are:

It is a conscious idea and he has given it a name.

It is also subconscious - when he spoke about it to us it was the first time he had discussed it with anyone.

It defines his role, he uses it to decide his actions; not the actions of his job description, but the operational actions of managing the company.

That is what SBP is, a vehicle for deciding actions, one that every Director, every manager, and every employee has in his/her head. For the Directors it will be the complete plan, and they will be able to see how outcomes and events either move the plan forward or call for some reappraisal of it. For managers perhaps it is part of the SBP document, but with more detail. The action programmes and allocated responsibilities lead directly into day-to-day management, and give purpose to the work of employees.

The plan itself is simple, and can be recited by those who help to frame it. It appears almost to be a poor return for all the effort. But the plan is the model that simplifies the complexity. Only by going through the long process of developing common knowledge, understanding and attitudes to the company, does the simplified model become a vehicle for strategically managing the business. The mechanism for developing the common understanding of these factors is the workshop. That is why workshops are so powerful.

When unexpected events affect the company, the managers know what impact they will have on the strategy, and will usually understand the actions that need to be taken. There may be disagreements among the group, but at least there is a common base of communication. Having made their decision, they can all adjust their mental model.

When the SBP process reaches this level, of being a conscious vehicle, then it has truly achieved its aim to become a way of strategic thinking and strategic managing.

People=Performance=Productivity=Profit

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