strategic planning presentation (s)

04/10/23MARKETING + PARTNERS

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End of Sound Check

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Strategic Planning

Tough Stuff Made EasyTough Stuff Made Easy

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戦略的計画 (Strategic Planning)

Past 過去

Present 現在

Future 将来的に

Strategic PlanningStrategic

Intuition戦略的直観

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THETHEPASTPAST

In the past, man made plans out of rocks and tree limbs.

But in time they found themselves out on a limb with heavy rocks.

Then came the printing press followed by Radio and TV

And then there was very new TV called Internet.

Finally, there was a Great Light! And the client cried out:

“HELP! ME!”

And the Agency responded with a strategic planning model …

Let’s move on.

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The Brand Experience

“The story you are about to see is true …”

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The Mission Control Model

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Action v. Reaction Model

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CONTENT v. PROCESS MODEL

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The Process Model

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Environmental – Action Model

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THE RESULTS MODEL

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Continuous Cycle Model

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One Way Roadmap Model

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The 10 Question Model

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The SWOT Approach Model

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The Very Expensive Model

JENNIFER HOHNBAUM

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The Goals & Strategies Model

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The Marketing Plan Model

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The Blended Model

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The Mission Assessment Model

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The Project Initiation Model

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The University Model

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The Simple Model

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The Why Bother Model

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The Task Oriented Model

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The “Got SWOT?” Model

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The Past has many ways of doing Strategic

Planning

THE PRESENT

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Let’s talk about what gets in the way of successful

Strategic Planning

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What Do We Need to Succeed in What Do We Need to Succeed in the Presentthe Present

7 Characteristics of Good Strategic 7 Characteristics of Good Strategic LeadersLeaders

6 Habits of Strategic Thinkers6 Habits of Strategic Thinkers

5 Cognitive Biases To Avoid5 Cognitive Biases To Avoid

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Cognitive Biases that Get in the WayCognitive Biases that Get in the WayCognitive Biases that Get in the WayCognitive Biases that Get in the Way

The rationality of decision-making is bound by one’s cognitive capabilities.

When managers make decisions in uncertain situations, they tend to fall back on certain rules of thumb – Heuristics.

Sometimes these rules lead to severe errors, called cognitive biases.

Kahneman* encourages a better understanding of these heuristics and the biases to which they lead.

* He published his main finding in a 1982 book, Judgment Under Uncertainty, Heuristics and Biases

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Cognitive Biases that Get in the WayCognitive Biases that Get in the WayCognitive Biases that Get in the WayCognitive Biases that Get in the Way

Escalating commitment occurs when decision makers, having committed significant resources to a project, commit even more despite feedback that tells them the project is failing.

The use of simple analogies to make sense out of a complex problem is called reasoning analogy, which may be flawed by invalid reasoning.

Generalizing from a small sample or a single vivid anecdote is called representativeness.

The illusion of control is the tendency to overestimate one’s ability to control events.

Prior hypothesis bias refers to making decisions based on a belief, even when evidence proves that the belief is incorrect.

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2 Techniques for Improving Decision Making2 Techniques for Improving Decision Making2 Techniques for Improving Decision Making2 Techniques for Improving Decision Making

Devil’s advocacy requires the generation of a plan, as well as a critical analysiscritical analysis of that plan.

Dialectic inquiry requires the generation of a plan and a counter-plan that reflects plausible but conflicting courses of action.

Strategic managers listen to a debate between advocates of the plan and counter-plan and then decide which will lead to higher performance.

This approach may reveal problems with definitions, recommended courses of action, and assumptions of both plans.

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1) Vision, Eloquence, and Consistency

a) A strong leader gives an organization a sense of direction.

b) Examples: Winston Churchill, Martin Luther King, Sam Walton

2) Articulation of a Business Model

a) Knowing how the various strategies that the company pursues fit together.

b) Examples: Michael Dell (Dell, Inc.), Steve Jobs (Apple)

7 Characteristics of Good Strategic Leaders7 Characteristics of Good Strategic Leaders

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3) Commitmenta) A strong leader demonstrates his or her commitment to a

vision and business model with action and words.

b) Example: Jack Welch (General Electric)

4) Being Well Informeda) Effective leaders develop a network of formal and informal

sources who to keep them well informed about what is going on within their company.

b) Example: Jim Donald (Starbucks)

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5) Willingness to Delegate and Empowera) Avoids being overloaded with responsibilities.

b) Understands that delegation is a good motivational tool.

6) The Astute Use of Powera) Power comes from control over resources that are important

to the organization: budgets, capital, positions, information, and knowledge.

b) Politically astute managers use these resources to critically place allies who can help them attain their strategic objectives.

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7) Emotional Intelligencea) Self-awareness — the ability to understand one’s own

moods, emotions, and drives.

b) Self-regulation — the ability to control or redirect disruptive impulses or moods.

c) Motivation — a passion for work that goes beyond money or status.

d) Empathy — the ability to understand the feelings and viewpoints of peers and subordinates.

e) Social skills — friendliness with a purpose.

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6 Habits of Strategic Thinkers

1. Anticipate 2. Think Critically3. Learn4. Intrepret5. Align6. Decide

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1. Anticipate

When most of the focus is on what’s directly ahead periphal vision is deminished.

Lack of “peripheral vision” can leave your clients vulnerable to rivals who detect and act on ambiguous signals.

To anticipate well, you must:

Look for game-changing information at the periphery of the client’s industry

Search beyond the current boundaries of their business

Build wide external networks to help you scan the horizon better

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2. Think Critically

Stickng close to “conventional wisdom” opens you up to fewer raised eyebrows and second guessing.

But if you swallow every management fad, herdlike belief, and safe opinion at face value, your client loses all competitive advantage.

Critical thinkers question everything.

To master this skill you must force yourself to:

Reframe problems to get to the bottom of things, in terms of root causes

Challenge current beliefs and mindsets, including your own

Uncover hypocrisy, manipulation, and bias in organizational decisions

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3. Learn

As your business grows, honest feedback is harder and harder to come by. You have to do what you can to keep it coming.

This is crucial because success and especially failure are valuable sources of organizational learning.

Here's what you need to do:

Encourage and exemplify honest, rigorous debriefs to extract lessons

Shift course quickly if you realize you're off track

Celebrate both success and (well-intentioned) failures that provide insight

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4. Interpret

Ambiguity is unsettling.

Faced with ambiguity, the temptation is to reach for a fast (and potentially wrongheaded) solution.

A good strategic leader holds steady, synthesizing information from many sources before developing a viewpoint.

To get good at this, you have to:

Seek patterns in multiple sources of data

Encourage others to do the same

Question prevailing assumptions and test multiple hypotheses simultaneously

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5. Align

Total consensus is rare.

A strategic leader must a) foster open dialogue b) build trust c) and engage key

stakeholders

Especially when views diverge.

To pull that off, you need to:

Understand what drives other people's agendas, including what remains hidden

Bring tough issues to the surface, even when it's uncomfortable

Assess risk tolerance and follow through to build the necessary support

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6. Decide

Many leaders fall prey to “analysis paralysis.”

You have to develop processes and enforce them, so that you arrive at a “good enough” position.

To do that well, you have to:

Carefully frame the decision to get to the crux of the matter

Balance speed, rigor, quality and agility. Leave perfection to higher powers

Take a stand even with incomplete information and amid diverse views

THE FUTURE

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When do you get your best ideas?

Some of you might answer: “when I least expect it.”

I get a flash of insight. Things come together in my

mind. I connect the dots. I say: "Aha! I see what to

This is a special form of intuition

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A Special Form of Intuition gives you an idea of what action to take.

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3 Kinds of Strategic Ideas Apply to Human Achievement

Strategic analysis, where you study the situation you face.

Strategic intuition, where you know what to do.

Strategic planning, where you work out the details of how to do it.

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Strategic Intuition

To succeed in the modern world you need:

creative thinking, or entrepreneurial thinking,

or innovative thinking, or strategic thinking

These happen through flashes of insight called

Strategic Intuition

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Brain Science Tells Us There Are 3 Kinds of Intuition

Ordinary.

Expert.

Strategic.

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Ordinary Intuition

Ordinary intuition is just intuition is just a feeling – a gut a feeling – a gut instinct.instinct.

Haragei 腹に腹

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Expert Intuition

Expert intuition is a intuition is a snap judgment when snap judgment when you instantly you instantly recognize something recognize something familiar.familiar.

Similar to “Japanese telepathy”called ishin denshin 腹を割って通

Such as the way a basketball player knows where the ball will go from the arc and speed of the opponent's throw.

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A Clear, Slow Thought

Strategic intuition (kongen)is not a vague feeling, like ordinary intuition.

Strategic intuition is a clear thought.

And it's not fast, like expert intuition.

It's slow..

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Brain Science

Strategic Intuition …

It doesn't happen in familiar situations, like a basketball game.

Strategic intuition works in new situations.

That's when you need it most.

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When Strategic Intuition is Ignored

Google offered to sell their patent to AltaVista.

The people who ran AltaVista were not receptive to outside technology.

They had a “not invented here” attitude.

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When Strategic Intuition is Followed

Strategic Intuition is the opposite of “not invented here”,

It is the attitude of:“take from

everywhere”.

Is this the future of business?

Fisker Automotive, Inc., 5515 E. La Palma, Anaheim, CA 92807 - USA 714-888-4255

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Over the past ten years, Over the past ten years, William Duggan conducted pioneering research on strategic conducted pioneering research on strategic intuition and for the past three years has taught a popular course at intuition and for the past three years has taught a popular course at Columbia Business School on the subject.

He now gives us this eye-opening book that shows how He now gives us this eye-opening book that shows how strategic intuition lies at the lies at the heart of great achievements throughout human history: heart of great achievements throughout human history: [click to order][click to order]

•the scientific and computer revolutions, the scientific and computer revolutions, •women's suffrage, women's suffrage, •the civil rights movement, the civil rights movement, •modern art, modern art, •microfinance in poor countries.microfinance in poor countries.

Considering the achievements of people and organizations, from Bill Gates to Google, Considering the achievements of people and organizations, from Bill Gates to Google, Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way Copernicus to Martin Luther King, Picasso to Patton, you'll never think the same way about strategy again.about strategy again.

This new book by William Duggan is the first full treatment of strategic intuition. It's This new book by William Duggan is the first full treatment of strategic intuition. It's the missing piece of the strategy puzzle that makes essential reading for anyone the missing piece of the strategy puzzle that makes essential reading for anyone interested in achieving more in any field of human endeavor.interested in achieving more in any field of human endeavor.

ACKNOWLEDGEMENTACKNOWLEDGEMENT

Here’s short film made using the intuitive

approach“take from

everywhere”(click – looks good on the full screen)

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THANKYOU

Robert J. Mancuso MARKETING +

PARTNERSNEWPORT BEACH,

CALIFORNIA 92660(949) 706-0806

Robert J. MancusoRobert J. Mancuso MARKETING + MARKETING + PARTNERSPARTNERSNEWPORT BEACH, NEWPORT BEACH, CALIFORNIA 92660CALIFORNIA 92660(949) 706-0806(949) 706-0806

THE END

QUESTIONS?

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Strategic Planning

Tough Stuff Made Easy:Tough Stuff Made Easy:““Find a Dharma that Works for the Karma You Find a Dharma that Works for the Karma You

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