Strategy Is a Process

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StrategyDriven Strategic Planning Article | Strategy Is a ProcessFor as long as the word “strategy” has been in use it has been represented as something mythical. Many seminal articles have been written that describe what business strategy is, what it’s not, how to know if you have a strategy, how to test your strategy – and the list goes on. Even for those companies that understand the process, some do it very well and some do it very poorly.

Why has the process of developing and implementing a business strategy been so hard for businesses to utilize? Foremost is that, because the concept has been so misunderstood, many companies believe they have a strategy or — even more dangerously — they’re implementing a strategy by relying on erroneous ideas about what constitutes strategy. These include such persistent myths as:

  • Our people are our strategy
  • Customer service is our strategy
  • Our brand is our strategy
  • International growth is our strategy

None of these is a strategy! Some represent unfocused hopes, while others are just platitudes.

For example, having employees implement a strategy to provide customer service is simply the orthodox (table stakes) element that organizations must deliver to remain viable. Providing standard customer service doesn’t separate an organization from its competitors in the eyes of the customers. Furthermore, absent very carefully designed guardrails, each employee will decide what constitutes ‘good’ customer service.

Strategy is a process that, at its core, consists of designing and implementing elements of the organization that will draw customers past your competitors, allow you to charge more than your competitors and/or provide you with a cost advantage.

Regardless of how you decide to approach strategy in your organization, do it with an understanding of what really works. This means taking a logical, research- and practice-based approach to defining, crafting and executing organizational strategy.

Strategy is still mostly art, but by remaining disciplined and analytical about the elements, your company will be far ahead of your competitors.

Apply these guidelines in your process-oriented approach to strategy:

1. Strategy starts external to the organization. A winning business strategy must focus on why customers really buy a product or service from an organization, and what distinguishes that purchase in the eye of the customer. This requires taking the perspective of the customer.

2. Bring conventional operations up to the median expectation. Assess what is orthodox, or the table stakes, for the organization in the eyes of the customer. Focus on those parts of the organization that are below the median expectations and are frustrating to customers. This may involve ensuring that employees are doing their jobs and doing them well. Exceeding the median expectation for standard elements of business is simply wasted money.

3. Identify the organization’s competitive advantages. While half of business strategy is maintaining conventional operations at or slightly above the median customer expectations, the other half is focusing the entire organization around true competitive advantages. To identify your competitive advantages, list all current and potential elements of the business that will encourage customers to go past your competitors and buy from you. Analyze each of them with some version of Resource-Based Analysis to determine those that constitute a true advantage. A business needs to have two or three true competitive advantages.

4. Optimize organizational structure. The next step is to develop operational plans that address every element that survives your resource-based analysis, along with every orthodox element that’s determined to be below median expectations. Implementation of strategy is difficult and often frustrating, particularly when employees don’t understand why a structure has been put in place or how it will work. Strategy can only be implemented by the employees of the organization, therefore it’s best to have employee participation in the process so that they embrace the approach.

5. Rework the mission around the strategy. Aligning the entire company around the strategy requires a unifying mission. An effective mission statement must be short, simple, specific to the organization and able to focus everyone’s energy. A great check on the quality of the mission statement is the leadership’s ability to design metrics that measure each part.

Strategy is not magic, it’s not wishful thinking and it’s not platitudes. Strategy is hard work that requires significant thought by organizational leaders. Utilizing a real process to craft strategy allows the organization to win over new customers and more easily retain current ones.

About the Author

StrategyDriven Expert Contributor | Chuck BamfordChuck Bamford, Ph.D., is the Managing Partner of Bamford Associates, LLC, a strategy consulting firm that has worked with hundreds of organizations as they develop and implement a compelling strategy. He is an Adjunct Professor of Strategy at Duke University (Fuqua) and the University of Notre Dame (Mendoza), and was previously a professor at Texas Christian University and the University of Richmond among others. He has written seven books. His latest book is The Strategy Mindset 2.0: A Practical Guide to the Design and Implementation of Strategy. Learn more at bamfordassociates.com.

How To Create An Effective Business Strategy

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StrategyDriven Strategic Planning Article | How To Create An Effective Business Strategy | Entrepreneurship

You wouldn’t make a cake without a recipe, you wouldn’t drive somewhere you’ve never been before without looking at the map, and you shouldn’t run a business without a strategy. Some people underestimate the importance of a business strategy and particularly writing it. Many think that they know where they want to go and what they want to achieve, and that’s enough, but is it? Writing a business strategy will help you to learn if it is actually possible and what roadblocks might be in your way, meaning that you can fix them and work out how to get around them before you have to. It is an action plan that details the concrete steps needed to attain your goals—usually covering the coming year—a timetable for each task, a description of who will do what, and a follow-up process. So, what do you need to make sure that your business strategy is effective and keeps you going in the right direction?

Facts

To know where you’re heading, you have to know where you are right now. So before you start looking ahead, you should look back at past performance and at the current situation. Focus on each area of the business and determine what worked well, what could have been better, and what opportunities lie ahead.

Look at your strengths and weaknesses, look for opportunities and threats, and then look at external factors as well. Don’t do this alone either; it’s important to have the right people to make sure you’re collecting the most relevant information.

Your team

You’ll get the most team support on the trajectory of the business if as many employees as possible are involved in creating the action plan. They can give you invaluable input on what steps are needed to achieve your objectives and how best to implement them and realistically how they’re going to do it and how long it will take. They are also more likely to work diligently on the implementation if they are involved in the process from the start.

A Vision

It’s important to know where you want to go, so write it down, give your business a vision statement that describes the future direction of the business and its aims in the medium to long term. Describe the organization’s purpose and values.

A Mission

Just like the vision, having a mission defines the organization’s purpose, but it also outlines its primary objectives. Write a mission statement that focuses on what needs to be done in the short term to realize the long term vision. So, for the vision statement, you may want to answer the question: “Where do we want to be in five years?”. For the mission statement, you’ll want to ask the questions: What do we do? How do we do it? Who do we do it for? What value do we bring?

Strategic Objectives

You then need to develop a set of high-level objectives for all areas of the business. They need to highlight the priorities and inform the plans that will ensure the delivery of the company’s vision and mission. Look back and incorporate any strengths and weaknesses into your objectives. Your objectives should also include factors such as KPIs, resource allocation, budget requirements and whatever else is specific to your business, this could be estimate Amazon sales, traffic to your website or Facebook likes.

Tactical Plans

Now you need to translate your strategic objectives into more detailed short-term plans. These plans will contain actions for departments and functions in your organization. You may even want to include suppliers. Focus on results are measurable and communicate these to stakeholders so that they know what they need to do and when. Think of these tactical plans as short sprints to execute the strategy in practice.

Actions

You need to break it all down into a basic list of tasks for achieving your objectives. Your actions can include everything from arranging the finance to buying equipment, hiring staff, writing a blog, or developing a website – whatever it is that you need to do to achieve your goals. You should, however, clearly describe each action to make sure you avoid confusion later on.

A Timeline

Stay on track and establish a timeframe for achieving each action.

Designated Resources

It’s important to know who is responsible for each action. So, outline this and also put what other resources such as money, equipment, personnel each person will need to carry out each action.

Performance Management

All the planning and hard work may have been done, but it’s vital to continually review all objectives and action plans to make sure you’re still on track to achieve that overall goal. Managing and monitoring a whole strategy is a complex task, which is why many directors, managers, and business leaders are looking to alternative methods of handling strategies. Creating, managing, and reviewing a strategy requires you to capture the relevant information, break down large chunks of information, plan, prioritize, capture the relevant information, and have a clear strategic vision.

Communication

Make sure all of your employees are aware of the action plan that they know their role in implementing it, and they are aware of how it fits into your overall business strategy.

Perseverance

When you start implementing your action plan, you need to be disciplined about sticking to the follow-up and measurement process that you have outlined. It’s also a good idea to make sure you recognize employees for meeting or surpassing their responsibilities and hold them accountable if they fail to do so.

Keep the plan alive by discussing it internally on a regular basis, thus keeping it at the forefront of employees’ attention. Ask for employee feedback on how the implementation is going, and in follow-up meetings to discuss the progress, always revisit your action plan regularly and to continually update it. This will mean that your strategy won’t be surpassed by developments in your company or external factors, which could cause your entire business strategy to unravel.

After 12 months, it’s time to create a new plan for the following year, drawing on your overall business strategy and lessons you’ve learned so far

4 Principles Guiding My Company’s Mission to Make Fresh Organic Meals Accessible for Everyone

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StrategyDriven Strategic Planning Article | 4 Principles Guiding My Company’s Mission to Make Fresh Organic Meals Accessible for EveryoneA healthy diet doesn’t need to be expensive and taste bland.

Since I launched Fresh n’ Lean in 2010, I’ve been committed to breaking those stereotypes while getting affordable, pre-made organic meals to as many people as possible.

Those who need healthy meals the most, whether for medical issues or convenience, are too often left with heavily processed and unhealthy food choices. More than 50 million Americans live in food deserts, areas without access to high-quality or affordable fresh food, according to USDA research. But better knowledge about healthy eating has sparked national discourse about what we put into our bodies, and evolving consumer habits are making people less beholden to insufficient local food options.

Four principles have helped me lead my company forward: family, discipline, humility and vision.

My mission began with family in mind.

My father was facing life-threatening health issues — we didn’t know if he would be around in six months or a year. He made drastic changes to his diet and lifestyle, and his health rebounded. Seeing his success was proof that it could work for others, and that there was a greater need for fresh, healthy food options.

Discipline fueled the company’s growth.

I started Fresh n’ Lean when I was 18 years old. While my friends were out partying, I was waking up at 4 a.m. and working 16, 17, 18 hours a day, seven days a week.

That discipline carried over to the company’s financial wellbeing, where we sustained steady growth without relying on outside capital. We’ve always run a pretty lean operation, in part because we didn’t have a lot of excess funds to fuel unrestrained expansion. We had to be thoughtful in how to approach growth opportunities, because one mistake or one wrong decision could derail the whole company.

A dream since Day 1 was building our own kitchen and manufacturing area, a custom space to fit our needs. It wasn’t feasible during our early years, but in time it became a necessity. I never dealt with such a big construction project before, and it was a huge learning experience — I worked with contractors, city officials and architects throughout the permit process. There were setbacks, but we had to keep powering forward. Failure wasn’t an option.

Humility means respect for everyone’s role and impact.

I’ve worked every job the employees work, so I understand where they’re coming from and recognize the obstacles they face. I used to wash dishes and pack boxes. I’d go into the warehouse and pack boxes tomorrow if needed. We’re each a piece in a puzzle that fit together to reveal the mission and character of this company.

My vision for the future

As horrible and disappointing as it is that millions of people don’t have regular access to healthy food, I’m encouraged that our society is paying more attention to what we eat and that the rise of direct-to-consumer shipping provides additional options for people living in food deserts.

Ultimately, we want everyone in the United States to have access to a fresh organic meal within five miles of where they are. While direct-to-consumer is a big part of our business, we’re also looking to increase our offerings in grocery and retail on-the-go stores and getting our vending machines a wider release. We’ve targeted corporate wellness programs with the vending machines, but we plan to take a more mainstream approach in the coming years.

Convenience is a key to continued growth. A healthy diet doesn’t need to be expensive and taste bland — and it should be within reach no matter where you live.

About the Author

StrategyDriven Expert Contributor | Laureen AsseoLaureen Asseo is only 27-years-old, yet she has become a pioneer in leading the nation’s organic food craze. She’s the CEO and founder of LA-based Fresh n’ Lean, the largest nationwide organic meal delivery service in the country. It’s her mission to make eating organic easy, affordable and accessible – reclaiming the phrase “fast food”. She was inspired by her father’s ailing health due to his eating habits, and started the company from her one bedroom apartment.

The Disconnect that Keeps Your Company from Performing at its Peak

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StrategyDriven Strategic Planning Article | THE SUCCESS CADENCE: Unleash Your Organization’s Rapid Growth CultureOver the years, I’ve worked with a number of founders, CEOs, and presidents of companies. Often, these executives are a part of my network. I have noticed that their story consistently repeats itself: their organizations are underperforming, and they want to discuss ways to optimize, share ideas and collaborate on experience that could help set up a plan to turn that situation around. These executives tell me frankly that they don’t have the revenue stream, the market share, or the margins their products and services deserve. They’re not sure what the problem or solution is. A common challenge is that they have not hired the level of skill necessary on the sales team. Very often, though, I find that there is another, related obstacle to their company achieving at its full potential, one that all too common goes unnoticed. I call this obstacle The Disconnect.

The Disconnect puts the sales team outside of the strategic conversation. Sales are considered an ending point, not a vital resource. Typically, Finance, Marketing, and Operations all have input, direct or indirect, on the creation and revision of the strategic plan. Sales often have no such contribution. The plan, and its revenue targets are dictated to Sales. The salespeople are expected to go out and execute it. There is zero conversation, zero back and forth, zero collaboration. The strategic communication with Sales can be translated roughly but accurately as: “Here’s your quarterly target. Go hit it.”

In early-stage and high growth scenarios, that’s a losing proposition because there’s no buy-in and no intimacy in the field with what the company is genuinely trying to accomplish. That Disconnect leads to a low-growth culture and a failure to execute the strategic plan adequately or effectively. It’s often impossible to recover from such a blow to communication, collaboration, and strategic alignment.

Changing this situation is not a simple fix. It requires the courage to change the operating culture that management has grown used to, and a parallel willingness to make and follow through on decisions that challenge the familiar ways of setting company strategy.  Specifically, there has to be a connecting line from the outset between the salespeople and leaders out in the field and the management team setting and funding corporate objectives – without it, slow growth is imminent.

Sales has to be the active, leading partner in the formation of the strategy that the company is trying to pursue. That’s a differentiator that most companies miss. Once you get it right, though, this way of doing business leads to a whole new organizational culture, one based on the full support of the principle of scalable, aggressive growth.

When the field organization,  both sales and technical sales have active roles in strategic planning, development of corporate initiatives, and specifically on the setting of their own monthly and quarterly targets, territory plans, etc. the dynamic changes, Everybody’s on the same page; everybody’s taking action to serve the same purposes; everyone is in alignment with senior executives.  A remarkable spirit of cohesion emerges when the sales team knows with deep certainty that their fingerprints and contribution are on the company’s objectives, initiatives and revenue targets, Unfortunately, this is the exception, rather than the rule. Usually, what happens is The Disconnect. That’s how companies are used to doing business. But that familiarity carries a steep cost: slow growth, missed targets, attrition, and unfulfilled potential.

The key takeaway for senior leaders here is a simple one. If for some reason you’re not including your sales leaders and front-line salespeople in your strategy discussions, your go-to-market planning sessions, and your discussions about monthly, quarterly, and annual revenue targets, you are missing out on the opportunity to turn your sales team into the battlefield defenders of your strategic vision. Start the conversation today!

About the Author

StrategyDriven Expert Contributor | Bart FanelliBart Fanelli is co-author, with David Mattson and Tom Schodorf, of THE SUCCESS CADENCE: Unleash Your Organization’s Rapid Growth Culture. Bart is a sales leader, entrepreneur, executive advisor, and platform developer who specializes in team building, sales execution, sales leadership methodologies, and global operational efficiency. He has deep experience in building, leading, and scaling technology teams committed to rapid growth. The hypergrowth of one of the teams he led was the subject of a 2017 article in the Harvard Business Review. He is the recipient of the Technology Services Industry Association’s STAR award for “innovation in expand selling,” and the founder and lead designer of Skillibrium, a powerful sales success execution platform.

 

Key Steps To A Successful Business Strategy

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StrategyDriven Strategic Planning Article |Business Plan| Key Steps To A Successful Business StrategyBefore opening the doors to your new business, you need to make sure you have a plan of action and a set of goals in place. If you don’t have an end game in mind, you’re going to have a disorganized, chaotic mess of a business.

Write a Mission Statement

This sounds like a piece of cake, but this is instrumental to defining what your business is all about. It needs to be crafted in a way that is clear and conscise to the readers. This is your way of showing your customers what you are trying to achieve in this business. Your guiding values will be outlined to show how business decisions are being made. Without having this vision, your company will run the risk of becoming distracted and having the train steer off of the tracks.

Creating a Strategy Plan

As StrategyDriven discusses on their website, “Not only does a compelling, well executed strategy align individuals to a common purpose, it ensures that purpose best serves the company’s mission.” The key message in there is having a group of individuals all on the same page with a common purpose. Everyone knows the company’s goal. This company provides an array of online tools to help businesses develop a strategy plan and how to properly implement them.

Your company’s strategy plan can be written with long term expectations or short term expectations. This plan should identify the steps needed to achieve the company’s mission. It is probably in the best interest of the business to write short term expectations with such a fast, evolving world. Things change constantly, so it is important to plan for the short term to lead to longer term success.

Strategic Implementation

You have your strategy plan in place, so now what? It is time to carefully implement your strategic plan. This is where you define “how” the strategic plan will be implemented and “who” will be responsible for implementing it. It is key that people have clearly defined roles at this stage of the process.

In Essential Steps to a Successful Strategy Implementation Process, they identify the key basic activities needed to implement your strategy.

  • Establishment of annual objectives
  • Fomulation of polices for execution of strategies
  • Allocation of resources
  • Actual performance of tasks and activities
  • Leading and controlling the performance of activities or tactics in various levels of the organization

The entire team of staff members are needed for these activites to be successfully implemented. From senior management to the general management team, everyone needs to be on the same page to begin this implementation.

Allocation of Resources

Of course, it goes without saying that money is needed to begin any successful business. In your strategic plan, it is essential to determine the amount of resources that will be needed to follow through on your objectives. Money may need to be allocated for resources such as document scanning, computers, staff, and understanding if you financially will have enough time to see the implementation all the way through. The worst thing that can happen if that you run out of money before your business can really pick up any momentum. This is something that needs to be clearly defined and studied in your action plan.

Structuring Your Business

Establishing a clear cut chain of command is essential for your business. People need to know their responsibilities and who they are to report to. You don’t want to have your employees confused as to who is responsible for what. It also needs to be stated the importance of clear and open lines of communication. Everyone from the top to the bottom should feel comfortable speaking to someone about a problem or any questions they may have. This will help to facilitate the flow of your strategy plan.

Creating a Great Working Environment

One thing that seems to get overlooked when starting a new business is understanding the importance of establishing a strong work culture. You want your employees to enjoy coming to work every day and helping to positively spread the message of your company. A cohesive unit all working towards a common goal will lead to ultimate success. But, as a business owner, you should be establishing your business culture from day one. There should be incentives for employees as well as sanctions for any mistakes that happen. People should know what they are accountable for and feel comfortable to speak with anyone if they have any concerns. The cultural expectations should be followed by every member of the business.

Businesses should have programs in place to support employees. The proper training needs to be implemented from day one. There should be a training program for all new employees before ever starting the job. This is where you can clearly establish your policies and show off the culture that you’ve created in your business.

Employees and customers should also be able to comfortably provide feedback to help improve the organization. Knowing ahead of time that mistakes can happen and having plans in place to help fix the mistakes should also be established.

In Conclusion

Starting up a business is a huge endeavor. But, knowing the importance of having a full action plan in place before ever starting your business is the first step to success moving forward. Don’t be afraid to let your guard down and ask for help from experienced companies that provide the business support that you need. It just makes perfect sense to communicate with companies that have found success and create a similar model to theirs. Utilize the many online business consulting firms available and create a business that others will consider to be a model business in the future.