Strategic Planning – vital for any business

 pretty-glamorousSee on Scoop.itDesigning design thinking driven operations

Strategic planning is a vital undertaking for any organization. Most successful organizations have a comprehensive method of strategic planning that is revised periodically.

The interval between planning sessions has diminished over the past few years. The interval used to be about five years. These days, it’s closer to 2 years in many organizations. As a rule, the more the organization is impacted by technological developments, the shorter the interval. These days, with the global and national economic system as uncertain as it is, strategic planning is more difficult, but more important, than ever.

Plans do not always succeed in their execution. There are a variety of reasons for this, but most fall into the following categories:

1. Lack of motivation and personal ownership

2. Poor communication

3. Idea behind the plan is too vague

4. Passive management

5. No/poor Leadership

For a plan to succeed, there needs to be a connection with the real world, not just an idealized vision. The real world includes (among others) items such as:

~ Technology

~ Customer expectations

~ Employees

~ Resources

~ Local and national Economy

~ Demographics

Fred Zimny‘s insight:

And your business is also professional and personal goals

See on workforcesolutions.stlcc.edu

 

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McKinsey Quarterly’s 10 articles 2012

In this, our final Top Ten Newsletter of 2012, we’ve rounded up the most popular articles among readers this year. Read them today and join the conversation.
Demystifying social media 1. MARKETING & SALES
Demystifying social media
As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways.
[includes interactive]
How leaders kill meaning at work art 2. GOVERNANCE
How leaders kill meaning at work
Senior executives routinely undermine creativity, productivity, and commitment by damaging the inner work lives of their employees in four avoidable ways.
The executive's guide to better listening art 3. GOVERNANCE
The executive’s guide to better listening
Strong listening skills can make a critical difference in the performance of senior executives, but few are able to cultivate them. Here’s how.
4. STRATEGY
Becoming more strategic: Three tips for any executive
You don’t need a formal strategy role to help shape your organization’s strategic direction. Start by moving beyond frameworks and communicating in a more engaging way.5. STRATEGY
A CEO’s guide to innovation in China
Dynamic domestic players and focused multinationals are helping China churn out a growing number of innovative products and services. Intensifying competition lies ahead; here’s a road map for navigating it.

6. STRATEGY
How strategists lead
A Harvard Business School professor reflects on what she has learned from senior executives about the unique value that strategic leaders can bring to their companies.

7. ORGANIZATION
Motivating people: Getting beyond money
The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.8. STRATEGY
The social side of strategy
Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?

9. STRATEGY
Managing the strategy journey
Regular strategic dialogue involving a broad group of senior executives can help companies adapt to the unexpected. Here’s one company’s story, and some principles for everyone.

10. OPERATIONS
The human factor in service design
Focus on the human side of customer service to make it psychologically savvy, economically sound, and easier to scale.

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In The Next Version – Social Business 2013: Less Talking. More Doing.

Found at In The Next Version – Social Business 2013: Less Talking. More Doing..

It’s that time of year where analysts gaze into our crystal balls and make predications about the trends we expect to see in the upcoming months. My thoughts about 2013 are based on the hundreds of conversations I’ve had with social business product vendors and customers over the last twelve months. Below I’ll list my top predications for 2013, but if you only have a moment here are the mains idea that I want to share: 

Read all at In The Next Version – Social Business 2013: Less Talking. More Doing.

My point of view: Not limited to social business.

 

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Deloitte | Is User Empowerment Worth the Disruption | Deloitte Debates | Nelson Kunkel | Technology

Found at Deloitte | Is User Empowerment Worth the Disruption | Deloitte Debates | Nelson Kunkel | Technology.

Employees are expecting access to ever-more-sophisticated technologies in the workplace. Empowering users with such tools can generate value, but is there a point where CIOs should put the brakes on continual technology disruption?

Read all at  Deloitte | Is User Empowerment Worth the Disruption | Deloitte Debates | Nelson Kunkel | Technology

My point of view: depend on your and theirs business model.

 

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Developing design thinking practice in complex organisations by Zaana Howard

Seminar given at Boras University, 22 November 2012 and Linkoping University, 29 November 2012. This seminar content is based on my phd research & preliminary findings.

(Note: special thanks to Kate Davis for allowing me to adapt her slide template)

 

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Exclusive offer for readers of this blog!!

As you may know, I have chosen to attend the following event:
NEXT Service Design 2012

Event details:

Event name: NEXT Service Design 2012
Start date: Monday, Oct 08 2012 9:00 AM
End date: Monday, Oct 08 2012 6:00 PM
Location: Alte Münze Berlin
As  a reader of this blog, you  will receive a 10 % discount on the ticket price!
Just use  this promotion code  67HPCI7B on http://nextberlin.eu/tickets/
Please note: The code can only be used 5 time(s) for all my readers.
Tell your colleagues and  friends that you are considering taking part in the event. They might want to come too!
And if you are going, let’s meet!!
thepastels:</p> <p>hautefavesdeux

A new dimension for customers: Bill Self Customer 3D

About the author

With more than 25 years of customer research and business leadership experience, Bill Self has devoted his career to studying how topperforming companies separate themselves from their competition by being exceptionally customer-centered.

Today, he concentrates on helping companies learn how break (by JuuMG)to transform their organizations into market leaders by focusing on the success of their customers.

For the sake of full disclosure: I got a review copy from the author.

As a gesture of appreciation I promised to share my thoughts with a wider audience.

The core

What is customer 3D about?

First consider it to be a strategy that leaders are following to outperform traditional business models.

It is also a system (a systematic approach) to transform product-centric organizations into customer-centric organizations. Product-centric also includes service organizations. Customer centric implies that customers are at the center of every activitiy, working from a customer-directed set of goals and a fully understood customer strategy. Customer centric implies that an organization puts the customers’ best interest first.

An organization that is 3D-customer centric communicates with customers pro-actively not reactively.

The essence of an organization that is customer-centered is its willingness to thing like its customers. When companies focus on customer solutions, their range of vision opens up and they begin looking for opportunities that were all along, but were unnoticed.

The Customer 3D system links all of the component parts of an organization around a primary purpose: customer success.

It is also a movement that will strengthen the way companies connect with their customers. It is often stated that there will be more changes in the forthcoming decade than there have been in the previous decades. As leaders need to gather and apply information that will help their organizations to adapt and thrive. No one can assume that the success of the past will continue in the near future. Fostering an environment in which customers and organizations can co-evolve and truly co-exist can boost the performance. That’s why communities (and being part of them) and leadership in industry associations is that important. To operate effectively, one must operate outside the four walls of your business.

My appreciation 4,0 on a scale from 0-5.

Customer 3D: A New Dimension for CustomersIt is my true belief that the best professionals have that magical gift for finding creative solutions to problems one did not realize they existed. In a professional and personal way Bill taught me how to catch these insights and turn in into a true solution-creating process.

And the results?

A better future for your customers, your organization and yourself.

The author refers to Harvard professor Ted Levitt. He defined the process for developing new products and servcies more that 40 years ago. He made a distinction in four categories – generic -, – expected -, -augmented – and – potential -.

The insights in this book impacts your potential, reflecting on what is possible and what remains to be done

In the book there is a also reference to Edward de Bono‘s Six Thinking hats.  This book is a magic hat for professionals, managers and entrepreneurs. After reading you will find inspiration for adapting your organization and functions.

To be honest, the book described tools that are already used by successful practicing professions. But the focus on the customer and adding elements like Levitt, de Bono, design thinking creates a fine example of a practical service design thinking approach.

The book is a personally crafted fusion of a inspired point of view and a framework – based on experience an current insights – for understanding how one can more effectively step to Customer 3D.    

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New Study: HR Departments Completely Out of Touch – Forbes

It was in the first years of this decade that I blogged about the lack of relevance of HR for many operational managers. Rules oriented, HR-internal focus and no knowledge of the development in the outer world.  Sometimes it is nice to read that some opinions (these were my opinions as a senior manager) still bear a point.

Found at New Study: HR Departments Completely Out of Touch – Forbes.

In a shocking new study, HR Perception Vs. Reality, Human Resources professionals are shown to be completely out of touch with the thoughts and feelings of their employees.

Read all at New Study: HR Departments Completely Out of Touch – Forbes.

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McKinsey Quarterly’s Top Ten Articles for Q2 2012

Sausage, Tomato, and Arugula Linguine (via fakeginger)

Always worth reading! Even in this quarter of an European financial (or is it leadership) crisis!

Found at Top Ten Articles for Q2 2012.

In case you missed them, see which articles have been most popular with our readers in the second quarter of this year. Read them today and join the conversation.
Demystifying social media 1. MARKETING & SALES
Demystifying social media
As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways.
The social side of strategy 2. ORGANIZATION
The social side of strategy
Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?Read all at http://www.mckinseyquarterly.com/newsletters/topten/2012_Q2.htm
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