Building a Strategic and Implementation Plan for Your Business

On September 18, 2016   /   analysis, business, planning, strategic  
Building a Strategic and Implementation Plan for Your Business

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.

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5 Steps You Should Take to Say No and Be Better in Your Business

On February 29, 2016   /   strategic, strategic planning, strategy  
5 Steps You Should Take to Say No and Be Better in Your Business

A big NO on the Wall by Steve Boneham

A big NO on the Wall by Steve Boneham

Saying no is not a bad thing. Yet saying no doesn’t come easy for most people. No is actually something you should learn how say and use in business. No forces you to focus on what is important. If you don’t say no you end up with way too much on your to-do plate. You, your team and business become diluted as your attention fragments. Eventually you become ineffective, stressed and frustrated. If you say no you end up creating a list of things that you, your business and the people you work with should not be doing. You created not-to-do list that will become larger than your yes list. Nothing wrong with that as telling people no or have a not-to-do list helps you say yes to the things you want or need to do. That is a major win for everybody.

So let’s start with the 5 steps you should take to say no. In later blogs I will explore the creation of the not-to-do list and how to use if effectively in your business. I guess you can say that this blog stream will have several parts.

5 Steps You Should Take to Say No and Be Better in Your Business (for that matter life)

  1. Use Needs Assessment: This is a skill you need to master, period. It is an important part of all decision making. In this case understand the request on your time, money and resources from the requesting person or organization. Make sure you understand their needs but also you need to have a set of criteria to determine if the request makes sense or not for you. Know your boundaries and priories. Use a set of criteria in the needs assessment and make your decision accordingly.
  2. Straight Up is Always Better: My kids learned a long time ago that if I say “I’ll think about it that usually meant yes”. They just needed to be patient. If they won’t then it would be a no. I was teaching them a lesson, I guess. That tactic is not always the best approach. Business people need to know where you stand. Don’t be afraid to respectively decline. Be a Canadian and say, I’m sorry but I can’t do that or no your request doesn’t fit with our present mandate. Whatever the request insure you provide your reasoning.
  3. Be Polite About It: It is important in your straight forwardness to be respectful of the requestor. No need to
    be nasty. Politeness always wins and is a form of a life line that keeps you connected with the people or organization you are saying no to. It is about maintaining engagement, relationship and self preservation for all parties involved. Maybe there is something else you can do for them, a suggestion maybe.
  4. Prepare for the Response: Saying no may not be easy but might be the only way. People will respond to your no and it may not always be a positive response. My favorite response I received from a professional organization was, what do you mean no! Surprised me at first considering they wanted a 300 hour commitment. In this case I focused on working with the person’s reaction to my no. They were frustrated. So I inquired about their frustration and presented my decision making and business requirements. They were surprised to learn why I had to say no. I too learned something about their needs. When you say no don’t take the other persons reaction personally. There may be another issue.
  5. Practice Makes Perfect: I always loved this saying. Because we all have learned it from the time we were kids. The thing is you need to be practicing the right skill. Practicing the wrong saying no skills won’t help you. Saying no starts with setting your boundaries, knowing what you don’t want any longer and practicing it out loud. Tell your friends that you need to learn to say no. Have them hold you accountable for this learning and practice with them. In business consider hosting a saying no session. The objective would be to achieve clarity on the importance of saying no, how to say no and the ways to ensure you gain the outcomes required. Eventually saying no will become easier.

There are many reasons to say no. Some people find saying no a real challenge. Acknowledging you have this difficulty is a good thing. You now have a place to start from to develop a set of rules and boundaries that could work for you in your business. To get clear on what is important to you consider creating things-to-say-no-to-list. Start by practicing saying no to those things first. If an employee or business partner makes a request of you or your organization that does not fit the business mandate ensure that you have your readymade reasoning available. But don’t say anything until you evaluate the other persons request, don’t be harsh and be respectful. Learning to say no to the right things will improve your business and personal life. It’s just the way it is.

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Richard Lannon: Raised in an entrepreneurial family, Richard learned to find opportunities, solve problems and implement solutions quickly. During his career he became a strategist, helping organizations find the road to their success. His cross-industry experience has made him a proven expert, one who has worked with a big four consulting firm, top tier corporations, mid-level enterprises, and small business leaders from around the world.

Business author,professional speaker, and coach, Richard guides you to actionable roadmap as the means to your business success.www.setforsuccess.ca

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A RACI Against Time

On October 7, 2014   /   business analysis, business decisions, business improvement, business leadership, leadership, project management, stakeholders, strategic, strategic planning, team building, team lead  
A RACI Against Time You just never know what is going to happen in your business life. Recently I had to work like crazy to get a bunch of deadlines completed to free my schedule so I could take an unexpected trip, half way across this wonderful country of ours, Canada.
As events unfolded, an unexpected team came together with each member naturally assuming a specific role. From leader and manager to subject experts, advisors, information generators, documentation creators, and experienced friends and family members, there was a natural stakeholder relationship created that fit a RACI – responsible, accountable, consult and inform. This was a good thing.
A RACI is a powerful tool for stakeholder analysis used to identify and understand key roles of individual team members in an organization. The simplest definition of a RACI goes like this:
Those who are Responsible:
These are the doers – the people responsible for the nuts and bolts.  If you and your team are reporting to a sponsor who is the final person accountable for the work, then you belong in this category.
Those who are Accountable:
The buck stops here. This is the person(s) who has the most at stake in events and happenings. They’re the ones who have the final decision or must present key recommendations to others in a final presentation. At the end of the day they sign the cheque. In most organizations this would be the sponsor, but it really can be anyone who has the final call.
Those we need to Consult: The experts.
Every task needs people with the right information at the right time onboard, subject experts and advisors who can help the team leader gain a clear perspective.  You might have that person(s) in house (internal stakeholders) or need to outsource to find them (external stakeholders), but either way, they’re vital for getting the job done efficiently and effectively.
Those we need to Inform:
These are all the stakeholders that need to be kept in the loop. They need to know what is going on from a logical and rational perspective with key information.
Though my recent RACI was unexpected, it’s really helpful to make RACI a formal part of your business’ planning process, particularly if you are going to be involved in any strategic, tactical or operational planning.
This will help clarify the different roles and responsibilities needed to complete projects, ensuring your people are able to work with focused intent and to the best of their ability.
Question: For which business initiative can you use a RACI to help putting your team together?
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What Do Your Words Say About Your Business Direction?

On September 24, 2014   /   business analysis, business decisions, strategic, strategic planning  

It’s all Good!

How many times have you heard this statement and wondered what it really meant?

Its All GoodMaybe when we hear this phrase we need to think about what it implies and whether we should probe a little further. It is a simple platitude that may or may not have additional meaning. Understanding this point is important. How often do we use empty phrases to describe our business?

A platitude is a statement that’s used so often, it sounds dull or trite instead of interesting, thoughtful or helpful. When someone is coping with a life problem, a platitude is the typical reaction of another person who has nothing genuinely heartfelt or sympathetic to say. It helps fill the silence in an uncomfortable conversation, and can be a very an indirect way of letting people know they should look elsewhere for meaningful dialogue.

Interestingly, leaders and employees use platitudes to describe their business all the time without realizing it. But the stakeholders notice. They see the emptiness in the words.There is a great article in the Harvard Business Review by Greg McKeown, “If I Read One More Platitude-Filled Mission Statement, I’ll Scream”. McKeown point in the end is clear.

“Achieving strategic clarity is hard. It takes asking tough questions about tradeoffs, deep concentration to get to the very essence of the issues and real courage to cut off competing priorities. It is worth the effort because with real clarity, people, teams and organizations can fully mobilize, break through to the next level and achieve something truly great,” Says McKeown.

Having spent a lot of time working on the strategic plans and actionable roadmaps of many companies I am overly familiar with the rhetoric used to inspire people. The best solution is to be more meaningful and purposeful in your use of business words that provide direction. Achieving this is a process and hard work. It requires commitment.

‘It’s all Good’ has many meanings. It is a platitude that sums up what stakeholders may think about your words; sometimes good, sometimes bad and sometimes indifferent. We have to wonder what business leaders mean by the phrases they use and the way they are interpreted by their stakeholders. Clarity of focus is a challenge to create but a necessity. But maybe, it’s all good.

Question: What platitudes are you using to describe your business?

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If Hind Sight is 20/20, why are we not listening to our people?

On June 4, 2014   /   business analysis, business planning, communications, facilitation, human resources, planning, project management, project manager, strategic, strategic planning, strategy, talent management, technology  

In June 2008, while I was teaching a three day workshop on facilitation and gathering and documenting business requirements, someone raised an issue about the economy and stated that the market is headed for a crash soon (within 6 months). Interestingly, the people attending the workshop were not investment specialists. They were professionals from across various industries with backgrounds in human resources, information technology, healthcare, project management and administration. In essence, they were operational and tactical professionals with the same learning goal of understanding how to get the information they needed to create solutions for business problems and opportunities within their respective areas.

Instead on doing the planned assignment we went with the issue raised. I was interested in knowing if a group of professionals from different industries and expertise could apply the five requirement type’s principles (business, stakeholder, solution, data, and implementation) to understanding a complex business issue. Thirty people (6 groups of 5) discussed and brainstormed the issue, defined the challenge, the market parameters, the solution options and build consensus with one key recommendation. They recommended that it would be wise to exit the market by August 2008.

So I decided to take their recommendation to the street. I interviewed three investment advisors independently. Each advisor told me that there was no way that a group of thirty people who were not professional investors could predict the market. They further told me that it would be smart to stay the course with my present investment portfolio and not make any adjustments. Hind sight is 20/20.

There are many lessons we can learn from listening to our people. We must include our people when it comes to understanding business problems, opportunities and creating innovative solutions. People need to work together to unravel complex issues. There are approaches and processes that can be applied to help you make better business decisions. Never under estimate the level of group intelligence of your people. They do know what they are doing. Having a common direction comes in real handy when investing in the success of your organization. More importantly, implementation is the key to the success of best laid plans.

We all know that hind sight is 20/20 and we can chalk it up to a character building experience. Or we can listen to our people. They have something important to contribute. Let them.

Question of the Week: What lesson have you learned from your people that could have made a positive impact on your business? Why did you not implement it? What would you do differently? 

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Three Points to Make it Happen

On May 20, 2014   /   analysts, business analysis, business improvement, business leadership, business planning, business problems, planning, strategic, strategic planning, strategy, team building, team lead, training  

Can you make it happen? That is a question that every one should ask and answer yes! We all can.

Three Points to Make it happenRecently when working with a client we had to do that. The teams became stalled due to a business announcement around cost cutting. Suddenly the teams did not know what they should do or work on. Everything they do have associated costs. In this situation we applied a simple rule; make a decision, make a plan, make it happen. The point was to help the teams refocus on what was important.

In business, the first part of making some thing happen is to make a decision. This is not always easy. Sometimes you just have to do the best with what you have at that point in time. This means considering all the relevant facts, removing your emotional response, and gauging the impact.

The second thing we need to do is make a plan. A decision without an actionable plan does not go anywhere. Consider all the items that need to be completed; the key elements of work that must be done in order to move forward. Capture your decision assumptions and constraints to ensure that you do not proceed blindly. Never front load your plan but balance it out with other demands in your business environment.

Third, make it happen. It is far too easy to get side tracked in business with the happenings at the time. There are many decisions made externally that will impact your abilities to move forward and there are many other things demand our time. Focus with actionable intents on items that will have impact and make a difference in your business. To do so, you and your teams must be clear on what it is they are seeking to accomplish. Clarity of focus and direction is a big part on making things happens.

When things are not moving forward the way you like it might be that you and your teams need to step back, just for a moment, and consider what is going on. This may mean to refocus and make a decision, make a plan, and make it happen.

Question: What questions to you ask to make better business decisions and move things forward?

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Get to Know Richard

Richard works with companies that provide products, services, and expertise to other businesses. As a senior strategic business analyst and consultant, his focus is strategic planning, business analysis, and training and development of client organizations.

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Richard Lannon
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Website: http://braveworld.ca
Email: richard@braveworld.ca

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