Four Crucial Questions To Ask When Assessing International Plan Connections

Decision-making is far from a cold, analytic process.Instead, our emotions and feelings play a crucial role by helping us filter various possibilities quickly, even though our conscious mind might not be aware of the screening. Our intuitive feelings thus guide our decision-making to the point at which our conscious mind is able to make good choices.
The strategies that relate to a particular business are known as business-level strategies. It is developed by the general managers, who convert mission and vision into concrete strategies. It is like a blueprint of the entire business.
The need to forecast and manage uncertainty requires intuition, creative insight and the ability to respond to events quickly, effectively and imaginitively. It is not simply what we know that matters, but how we react to what we do not know. In a volatile, competitive and international commercial environment, organisations must be alert and adaptable. Continuous improvement is always to be valued, but there are times when more dramatic change is needed.
For decision-makers, the significance of their decisions is inversely proportional to the number that they make; typically, senior executives make only a few, important decisions. It therefore matters especially that strategic decisions which will have a significant impact are intelligently and soundly made and thoroughly and effectively implemented.

Acknowledge And Navigate Your Own Emotions

Tere is no single approach tostrategic decision-making to fit every situation, organisation or person. There are, however, broad truths and techniques for strategic decision-makers.
Most business leaders understand the power of a company’s culture. But it’s not always clear how to harness that power. To do so, you must understand the way that culture evolves as you close the gap between strategy and execution, and how it can help you move further down that path.
Business relies on hard management factors such as finance,technology and processes, yet also on soft factors such as leadership,communication and creativity. Every where we look, paradox seems to be the companion of economic progress.
Zero-Based thinking is one of the most powerful thinking tools you can use in strategic planning and throughout your career. The concept comes from zero-based accounting, where you draw a line under each item at the end of each accounting period and ask, “Rather than determining how much more or less we should spend in this area, should we be spending money in this area at all?”

Profit From The Core

For you to succeed in business, you must be proactive. You must go on the attack. You must practice the “continuous offensive” of the successful general. You must be continually moving forward with new products, new services, new processes, and new ways of doing business.
The link between financial management and strategy is pivotal. It is often said that without customers a business cannot exist. It is less often said, but no less true, that without finance (meaning the presence of cash rather than merely the prospect of it) a business cannot be sustained.
Creating a new product for an unknown customer set is a risky path. You are creating a new product for a new customer set. You have no experience or knowledge on which to build; you are starting with a clean slate. It’s not impossible to succeed if you hit on the right problem.
Buyer value is lifted by raising and creating elements the industry has never offered. Over time, costs are reduced further as scale economies kick in due to the high sales volumes that superior value generates.

Align Value, Profit, And People Propositions

A good business strategy provides a clear roadmap, consisting of a set of guiding principles or rules, that defines the actions people in the business should take (and not take) and the things they should prioritize (and not prioritize) to achieve desired goals.
Companies become coherent by making choices about who they are. They define and develop a value proposition that distinguishes them from other companies, and identify the few capabilities that will enable them to deliver on this way to play more effectively than anyone else. They build and expand their portfolio of products and services, always in line with their distinctive capabilities.
A technology driving force occurs when you build your business around your technology. One prime example of a technology-driven driving force company is Apple. Apple does not produce refrigerators or sell groceries. Apple only manufactures products where its advantages and innovations in technology can give it market advantages over competitors.
The presumption that all important knowledge is already known, or available through consultation with authorities, deadens innovation. It is this presumption that stifles change in traditional societies and blocks improvement in organizations and societies that come to believe that their way is the best way. To generate a strategy, one must put aside the comfort and security of pure deduction and launch into the murkier waters of induction, analogy, judgment, and insight.

Understand The Market

Product-development decisions will take into account market trends, competitors, customer needs and the size – and priority – of available opportunities. Factors internal to the organisation will include strategic goals and the long-term positioning of the business, the strength of the business’s reputation and product portfolio, and the cash available for developing new products or product extensions.
Create a blueprint that defines your most distinctive capabilities. Build and refine them, and then bring them to scale across your enterprise. These capabilities are complex and highly cross-functional combinations of processes, tools, knowledge, skills, and organization—all put in place to reliably and consistently deliver a particular outcome.
Growing a business means deepening your understanding of what drives the business, the market for your product or service, planning on the fly to take advantage of significant opportunities, and continuous product innovation. In addition, delivering better products faster and more efficiently to your customers requires a great deal of information. Marketing—in its broadest definition—is that information. It’s a means of figuring out what works and doesn’t work in attracting profitable customers for your business.
Quality and reliability must be defined in terms of the customer (externally) and projected back (internally) to determine their impact on product development and operations. Internal quality benchmarks, as useful as they can be in monitoring operations, don’t play as vital a role in developing a mission statement as do customer needs and wants. You have to consider the level and meaning of quality and reliability appropriate to the desired competitive position in the marketplace.

Your Market Position

Your vision should have several elements: It must be long term, meaningful in a human context, and appeal to a higher purpose. A vision statement is not easy to write in a sentence or two, but writing it will make it clear to you and meaningful to others.
A strategy is a way through a difficulty, an approach to overcoming an obstacle, a response to a challenge. If the challenge is not defined, it is difficult or impossible to assess the quality of the strategy. And if you cannot assess a strategy’s quality, you cannot reject a bad strategy or improve a good one.
Closing the gap between strategy and execution may not be about better execution but rather about better learning — about more dialogue between strategy and operations, a greater flow of information from customers to executives, and more experiments.
A design-type strategy is an adroit configuration of resources and actions that yields an advantage in a challenging situation. Given a set bundle of resources, the greater the competitive challenge, the greater the need for the clever, tight integration of resources and actions. Given a set level of challenge, higher-quality resources lessen the need for the tight integration of resources and actions.

Central Concepts In Strategic Planning

Implementing a business plan and a game plan takes hard work. It takes wisdom, discipline, courage, an eye for detail, and, most of all, persistence. It also requires an outward focus and an inward focus. You must set goals, communicate them, review them, monitor their realization, and stick to them when other people might abandon them.
By thinking and acting strategically, you will increase your profitability and the level of satisfaction that you get from your company and your career. You will increase your overall levels of quality and market penetration. More than anything else, you’ll have a tremendous feeling of being in control of your personal and business destiny. You will be able to look back every year or two and say, “This is exactly where we wanted to be.”
Accepting that risks exist provides a starting point for other necessary actions. Foremost among these is the need to create the right climate for risk management. People should understand why control systems are needed. This requires communication and leadership so that standards and expectations are set and clearly understood.
To benchmark your success, you can calculate certain financial and operating ratios that look at both your income statement and balance sheet, giving you an indication of your financial health over time. You will also want to compare your numbers against your competitors’ and the industry standard. For most industries, it is possible to compare your ratios to the industry standard to get a sense of how financially competitive you are as a business. You will certainly want to strive to be in the top half, or better yet, the top quarter.

Redefining The Playing Field

By assessing your mix of industry conditions and your current capabilities, you can find the value proposition that is most promising for you. You can generally start determining the right value proposition for your company (also known as its “way to play” in the market) by looking at common, generic ways of creating value.
For many companies, their driving force can be their goals for growth in sales and profitability. For many years, Toyota has had a size/growth driving force. The carmaker’s objective has been to gain market share. As it gained more market share, because of the economies of scale of manufacturing, Toyota’s costs of production decreased and its profitability increased.
Value innovation places equal emphasis on value and innovation. Value without innovation tends to focus on value creation on an incremental scale, something that improves value but is not sufficient to make you stand out in the marketplace.18 Innovation without value tends to be technology-driven, market pioneering, or futuristic, often shooting beyond what buyers are ready to accept and pay for.
Armed only with the risks of changing, it’s natural to shy away from decisive action. But failing to assess the risk of the status quo does not mean the risks won’t materialize—it just means you won’t be adequately prepared when they do.

Research Your Market

Too often strategists conflate predictability and malleability — thinking that any environment that can be shaped is unpredictable — and thus divide the world of strategic possibilities into only two parts (predictable and immutable or unpredictable and mutable), whereas they ought to consider all four.
Cash is the life-blood of any business and so it is invariably the biggest factor in strategic decisions: for example, whether to grow organically or by acquisition, how much to spend and when to spend it, and the payment terms to offer customers or seek from suppliers. When cash-management issues are not central to strategic decisions, the door to disaster is wide open.
When a leader characterizes the challenge the business faces as underperformance, it sets the stage for poor strategy. Underperformance is a result. The true challenges are the reasons for the underperformance. Unless leadership offers a theory of why things haven’t worked in the past, or why the challenge is difficult, it is hard to generate good strategy.
The business model is a conceptual structure that explains how the company operates, makes money, and how it intends to achieve its goals. The business plan defines those goals, and business strategies outline the roadmap of how to achieve them.

Planning Myopia

Although objectives and clear targets aren’t a substitute for strategy, you do need to design them, stakeholder group by stakeholder group, before you can develop a smart strategy for each group. Other wise, any old strategy will do. Unfortunately, strategies are often created in a vacuum. They won’t be meaningful if you haven’t decided what you want them to achieve.
Businesses whose strengths are solely in their operational ability – and surviving in a game where the margins are narrow – tend to be efficiency driven. In other words doing what they have always done, only trying to do it better. Strategies for success are about being more effective, in terms of identifying what it is that the business should be doing today and tomorrow in order to survive and prosper in the long run.
Understanding how different the various strategic approaches are and in which environment each best applies can go a long way toward correcting mismatches between strategic style and business environment.
A lack of objectivity may result from prejudice or being unduly influenced by the halo effect, where past successes blind people to current risks and flaws. It may be connected with false expectations or assumptions about behaviour or circumstances. Or it may be a result of complacency, arrogance, laziness, tiredness or overwork. It can lead to an overestimation of the barriers to entry to your market.

Comments

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