The S.E.T. for Success Approach and the SET-Ability Model Revealed
I have been asked by a lot of my blog readers what is the SET for Success Approach for building a strategic plan and an action roadmap. I have often hesitated to write this blog as I did not know how to write it without it coming across as a marketing piece. In the end, the information I provide here are summaries of work that I have published elsewhere.
What I have done is taken components of my book and website, and provided you with an abbreviated version of the SET for Success Approach and the SET-ability model to business analysis, strategic planning and building an implementation roadmap for your organization.
Strategic Planning Defined
Sometimes you have to state what some people think is obvious so that everyone is on the same page. That is why I often provide definitions.
Strategic planning and management involve the formulation and implementation of the major goals and initiatives taken by a company’s top management on behalf of owners, based on consideration of resources and an assessment of the internal and external environments in which the organization competes.
To be strategic means to provide overall direction to the enterprise and involves specifying the organization’s objectives, developing policies and plans designed to achieve these objectives, and then allocating resources to implement the plans.
You will have to bridge the gap from the strategic to the tactical to operational in order to make that happen effectively. The starting point is strategic planning and the use of a model that works.
The SET-Ability Model used in Strategic Planning
In chapter two of SET for Success, a roadmap to transform your business I discuss and define the SET-Ability Model on page 17 for business analysis, strategic planning, and the development of implementation roadmaps to bridge the gaps between the strategic, tactical and operational levels of business. I believe a good model bridges the gaps between these business areas and elements. This is especially true when it comes to efficiency, solving problems, leveraging opportunities and managing implementation.
The SET-Ability model as a whole is made up of impact zones, ripple effects, and outcomes. You cannot push on one impact zone without affecting the others. For example, if we push on business development, it will ripple into the other impact zones. Add additional clients, and there is pressure on your business processes, the tools you use and the people and culture of your organization. If something needs to be done more quickly you will create an acceleration effect that could have negative consequences on your business. If you adjust how your work gets done with your people and company culture, you will impact process and productivity, and so on. It is like the stone thrown into a pond: one stone, one ripple; many stones, multiple colliding ripples, and significant business impact across zones.
Deliverables and Outcomes from Strategic Planning
The focus for “going the distance” is really about putting together all the deliverables and outcomes.
A deliverable is something that is produced as the result of a project and delivered to customers, either internal or external. It can be tangible (i.e. a physical product) or intangible (i.e. a service).
An outcome is a positive change that results from a successful planning process. Every organization can benefit from common deliverables, using an approach that can help them clarify and achieve their outcomes.
From an action plan perspective, the documents needed to implement your plans include;
- a strategy map,
- a road map (implementation plan identifying champions, initiatives, projects, priorities, timelines),
- work plans (key activities, resources, budgets),
- communications plans (a major weakness in most organizations)
- the management implementation process (well-defined project management requirements).
The S.E.T. for Success Approach focuses on yielding concrete deliverables and clear outcomes that the management team can implement. It bridges the gaps from the strategic to the tactical and the hands-on practical, the operational.
Final Thoughts
It ‘s hard to summarize an approach to planning and implementation in 800 to 1200 words. Especially when you have spent a career investing in the success of organizations and developing a program that works. There are components that I believe are necessary to discuss. For example, organizational structure and the business impact at various levels. I think that the main point I am seeking to make if you are going to engage in strategic business analysis, planning and management make sure you start with an approach that is right for you. I hope this helps you understand my thinking and approach more. Good luck.
If you are looking for someone to work with you on your strategic plan, let me know. Send me a note or contact me via the contact section of my website.
