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Strategic Planning
April 2008
Mário Luís Tavares Ferreira
Strategic planning
Goals / Objectives
SWOT Analysis
Strategy
Implementation
Internal Environment
Strengths Weaknesses
World class product Technical support
Financial resources Internal processes
Know-how Channels network
External Environment
Opportunities Threats
Water & Energy crises Competitors market share
Environment awareness Euro X Dollar
Productivity improvement Technology development
TOWS matrix
Strengths Weaknesses
Opportunities S-O strategies W-O strategies
Threats S-T strategies W-T strategies
S-O strategies pursue opportunities that are a good fit to the companies
strengths.
W-O strategies overcome weaknesses to pursue opportunities.
S-T strategies identify ways that the firm can use its strengths to reduce
its vulnerability to external threats.
W-T strategies establish a defensive plan to prevent the firm's
weaknesses from making it highly susceptible to external threats.
PEST analysis
• Political
• Economic
• Social
• Technological
Ninety ways to measure demand (6 x 5 x 3)
Geographical World
Level Region
Country
Territory
Client
Total sales
Sector sales
Company’s sales
Product
Level Product lines
Product config
Product items
Short Medium Long
term term term
Timing Level
Porter 5 Forces
Value Chain
Market
identification products / Delivery Services
products
products / services to the
and
services creation clients
services
definition
Life cycle
Profit
i de
Product n tro growth maturity cli
du ne
development
ct
io
n
Boston matrix – Product life cycle
Directional policy matrix or GE-McKinsey matrix
>Make careful choices about the contents >Not being thorough-glossing over the details
of the plan and form it will take
Keys of Success - Facts of Failure
Deployment - Communicating
Success Failure
Assign roles and responsibilities No accountability
Implementing - I
Success Failure
Assign roles and responsibilities No accountability
Implementing - II
Success Failure
Allocate resources for implementation Focus only on short term need for
resources
Strategic Measurement - I
Success Failure
Assign roles and responsibilities No accountability
Strategic Measurement - II
Success Failure
Use measurement to communicate Use measurement to control
policy (new strategic direction)
Evaluation
Success Failure
Assign roles and responsibilities No accountability
Recognize when to update the plan Poor timing and not recognizing external
forces
Incorporate new leaders into the strategic Ignore impact of new leaders
planning process
Personal Mastery:
• Aspiration involves formulating a coherent picture of the results
people most desire to gain as individuals, alongside a realistic
assessment of the current state of their lives today.
• Learning to cultivate the tension between vision and reality can
expand people's capacity to make better choices, and to achieve
more of the results that they have chosen.
Mental Models:
• Reflection and inquiry skills is focused around developing
awareness of the attitudes and perceptions that influence
thought and interaction.
• By continually reflecting upon, talking about, and reconsidering
these internal pictures of the world, people can gain more
capability in governing their actions and decisions.
Five disciplines – Peter Senge
Shared Vision:
• Establishes a focus on mutual purpose.
• People learn to nourish a sense of commitment in a group or
organization by developing shared images of the future they
seek to create, and the principles and guiding practices by which
they hope to get there.
Team Learning:
• Group interaction.
• Through techniques like dialogue and skillful discussion, teams
transform their collective thinking, learning to mobilize their
energies and actions to achieve common goals, and drawing
forth an intelligence and ability greater than the sum of individual
members' talents.
Five disciplines – Peter Senge
Systems Thinking:
• People learn to better understand interdependency
and change, and thereby to deal more effectively with
the forces that shape the consequences of our
actions.
• Systems thinking is based upon a growing body of
theory about the behavior of feedback and complexity
- the innate tendencies of a system that lead to
growth or stability over time.
• To help people see how to change systems more
effectively and how to act more in tune with the larger
processes of the natural and economic world.
Project management - processes
Project management – a process
Project management – process chain
Project management – risk analysis