1. STRATEGIC PLANNING
LOOKING OVER THE HORIZON
MARTIJNMOERBEEK

2. DISCONTINUOUS CHANGE
FAILING TO ADAPT TO CHANGE...
INERTIA
 Barriers against cannabilisation
(Chandy & Tellis, 1998)
 Complex external structures
(Gunasakaran, 2008)
IGNORANCE
 Complex internal structures
 Filtering by middle management
(Godet et al, 2004)
(Lucas & Goh, 2009)
 Short-term orientation
(Ansoff, 1980)
 Information overload
(Lesca & Caron, 1995)
HIGH CLOCK SPEED
 Internal focus
 Faster diffusion of innovation (Day & Schoemaker, 2004)
(Leet et al, 2003)
 Shorter product-life cycles
(Kessler & Charkabarti, 1996)
 Higher innovation speed
(Chen et al, 2010)
 High rate of change
(Sood & tellis, 2005)
2 / Strategic Planning / © Martijn Moerbeek (2010)

3. STRATEGIC PLANNING
FAILING TO PLAN AHEAD...
rate of flux in the strategy
PHASE 1: ENQUIRE PHASE 2: IMAGINE PHASE 3: INNOVATE PHASE 4: INSPIRE
 Lack of information;  Lack of clear purpose;  Lack of goals;  Lack of leadership;
 Too much navel gazing;  Lack of aspirations;  Stuck in the past;  Lack of engagement;
 Weakness focused;  Lack of values;  Lack of ambition;  Not energy creating;
 Top-down approach.  Not possibility focused.  No strategy into action;  No results driven approach.
3 / Strategic Planning / © Martijn Moerbeek (2010)

4. LEVERAGING THE POSITIVE
THE “SOAR” FRAMEWORK...
Results,
Outcomes &
Benchmarks
Strategic
Initiatives /
Strategy
Co-create
Values, Vision
and Mission
Internal
Analysis:
Strengths
Implementation
& Continuous
Improvement
Tactical /
Functional Plans
and Integrated
Programs
Innovations
& Desired
Outcomes
External
Analysis:
Opportunities
4 / Strategic Planning / © Martijn Moerbeek (2010) (based on Stavros, 2009)

5. INQUIRE INTO STRENGTHS
STRATEGIC FORESIGHT...
Create and maintain a high
quality, coherent and
functional forward view
STRATEGIC CORPORATE
GUIDE POLICY AND MANAGEMENT DEVELOPMENT EXPLORE AND ENTER
SHAPE STRATEGY NEW MARKETS
STRATEGIC
DETECT FORESIGHT EXPLORE NEW
ADVERSE CONDITIONS PRODUCTS & SERVICES
STRATEGIC INNOVATION
CONTROLLING MANAGEMENT
Leverage the internal
corporate strengths
5 / Strategic Planning / © Martijn Moerbeek (2010) (based on Rohrbeck, 2010)

6. INQUIRE INTO STRENGTHS
INTERNAL STRENGTHS...
6 / Strategic Planning / © Martijn Moerbeek (2010) (based on Johnson & Scholes, 1984)

7. INQUIRE INTO STRENGTHS
ENVIRONMENTAL SCANNING...
POLITICAL TECHNOLOGICAL
FORESIGHT INTELLIGENCE
CURRENT FACTORS INFLUENCING
BUSINESS THE CORE BUSINESS
SPACE
FACTORS FROM
NEIGHBOURING INDUSTRIES
AREAS WITH AS OF YET NO
CONNECTION TO THE BUSINESS
CONSUMER COMPETITOR
FORESIGHT INTELLIGENCE
7 / Strategic Planning / © Martijn Moerbeek (2010)

8. INQUIRE INTO STRENGTHS
EXTERNAL OPPORTUNITIES...
service 1
service 2
product 1
service 3
product 2
technology 1 competitor 4
service 4
technology 2 product 3 competitor 3
technology 3 competitor 2 competitor 1
HORIZON
horizon 3 horizon 2 horizon 1 SCANNING
CORPORATE RELEVANCE
high medium low
8 / Strategic Planning / © Martijn Moerbeek (2010)

9. IMAGINE THE OPPORTUNITIES
CO-CREATE THE VALUES, VISION AND MISSION...
input from across the organisation
VISION
Defines the desired or intended future state of
an organisation in terms of its strategic direction.
MISSION
Defines the fundamental purpose of an organization
or an enterprise and how it aims to achieve its vision.
VALUES
Beliefs that are shared among the stakeholders of the
organisation, driving its culture, priorities and decision making.
STRATEGIC
INTENT
9 / Strategic Planning / © Martijn Moerbeek (2010)

10. IMAGINE THE OPPORTUNITIES
BUSINESS MODEL...
KEY ACTITIVIES VALUE PROPOSITIONS CUSTOMER SEGMENTS
 What key resources do our value  What value do we deliver?  For whom are we creating value?
propositions require?  Which client issues do we resolve?  Who are our most important
 Our distribution channels?  What bundles of products and customers?
 Our customer relationships? services are we offering?
 Our revenue streams?  Which customer needs are we
satisfying?
KEY PARTNERS
 Who are our key partners? CUSTOMER RELATIONS
 Who are our key suppliers?  Which relationships have we
 Which key resources do we established?
acquire from partners?  How costly are they?
 Which key activities do  What do customers expect?
partners perform?
KEY ACTIVITIES CHANNELS
 What key resources do our  How do customers wish to
value propositions require? be reached?
 Our distribution channels?  How do we reach them
currently?
 Our customer relationships?
 How are our channels
 Our revenue streams?
integrated?
COST STRUCTURE REVENUE STREAMS
 Which are the most important costs  For what value are our customers really willing to pay?
inherent in our business model?  For what do they currently pay?
 Which key resources are most expensive?  How are they currently paying?
 Which key activities are most expensive?  How would they prefer to pay?
 How much does each revenue stream contribute to overall revenues?
10 / Strategic Planning / © Martijn Moerbeek (2010) (Osterwalder & Pigneur, 2009)

11. IMAGINE THE OPPORTUNITIES
SCENARIO PLANNING...
HORIZON 3
Scenario A continues its
strong growth, whilst
HORIZON 2 scenario B recovers and
A disturbance occurs which returns to positive
creates an alternative growth but with a larger
HORIZON 1 scenario and potentially degree of uncertainty.
Positive growth is projected a decision needs to be BEST CASE
with some degree of made to continue should
certainty. scenario B occur.
X
X
X
X
X
LEGEND
disturbance
decision point
WORST CASE
11 / Strategic Planning / © Martijn Moerbeek (2010)

12. INNOVATE TO MEET ASPIRATIONS
THE STRATEGY MAP...
SUSTAINED SHAREHOLDER VALUE
PRODUCTIVITY STRATEGY REVENUE GROWTH STRATEGY
FINANCIAL Expand Revenue
PERSPECTIVE Improve Cost Structure Increase Asset Utilisation Enhance Customer Value
Opportunities
CUSTOMER VALUE PROPOSITION
CUSTOMER
PERSPECTIVE Price Quality Availability Selection Functionality Service Partnership Brand
Product / Service Attributes Relationship Image
Operations Management Customer Management Innovation Regulatory & Social
PROCESS
Produce and deliver Enhance customer value Create new products Improve communities and
PERSPECTIVE
products and services and services the environment
Strategic Job Families Strategic IT Portfolio Organisation Change Agenda
Human Capital Information Capital Organisation Capital
LEARNING &  Skills  Systems  Culture
GROWTH  Training  Database  Leadership
PERSPECTIVE  Knowledge  Networks  Alignment
 Teamwork
12 / Strategic Planning / © Martijn Moerbeek (2010) (Kaplan & Norton, 2004)

13. INNOVATE TO MEET ASPIRATIONS
HUMAN CAPITAL READINESS...
REGULATORY
OPERATIONS MANAGEMENT CUSTOMER MANAGEMENT OPERATIONS MANAGEMENT
& SOCIAL
Strategic Minimise Provide rapid Cross-sell the Shift to Understand Develop new Diversify
problems response product line appropriate customer products workforce
Processes
channel segments
Strategic Quality Manager Call centre Certified Telemarketer Consumer Joint venture Community
representative financial planner marketer manager recruiter
Job Families
Competency  Six Sigma  Customer  Solutions  Phone selling  Market  Relationship  Community
program interaction selling  Product-line research management roots
Profile centre
 Problem  Relationship knowledge  Market  Negotiation  Public
management  Problem management  Order communi-  E-commerce relations
system management  Product-line management cation know-how  Legal
centre knowledge system  Cross frameworks
 Team  Professional business
building certification processes
OVERALL
Number HUMAN
required 30 20 100 20 10 30 10 CAPITAL
READINESS
Strategic
job readiness
100% 90% 40% 50% 20% 70% 80% 65%
13 / Strategic Planning / © Martijn Moerbeek (2010) (Kaplan & Norton, 2004)

14. INNOVATE TO MEET ASPIRATIONS
INFORMATION CAPITAL READINESS...
OPERATIONS MANAGEMENT CUSTOMER MANAGEMENT OPERATIONS MANAGEMENT
Strategic Minimise Provide rapid Cross-sell the Shift to Understand Develop new
problems response product line appropriate customer products
Processes
channel segments
Strategic Quality Call centre Certified Telemarketer Consumer Joint venture
Manager representative financial marketer manager
Job Families planner
Transform Customer Portfolio self-
applications self-help management
Analytical Service quality Community Customer Community Customer Community
applications analysis management profitability management profitability management
Transaction Incident Workforce Integrated CRM software Customer Project
application tracking scheduling customer file package Feedback Management
OVERALL
Technology Web enabled Telephone Web enabled CRM software CRM software INFORMATION
integrated package package CAPITAL
Infrastructure
READINESS
Strategic
job readiness
70% 60% 40% 30% 40% 90% 50%
14 / Strategic Planning / © Martijn Moerbeek (2010) (Kaplan & Norton, 2004)

15. INNOVATE TO MEET ASPIRATIONS
ORGANISATION CAPITAL READINESS...
STRATEGIC OBJECTIVE STRATEGIC MEASURE TARGET ACTUAL
Culture Foster awareness and Customer-focussed (customer survey,
internalisation of the percentage who understand the mission)
80% 68%
mission, vision and core
values needed to execute Other core values (employee change
the strategy readiness survey)
80% 52%
Leadership Develop strategic leaders at Leadership gap (percentage of key
all level of the organisation competency attributes above threshold) 90% 92%
Alignment Strategic awareness (% of staff who can
Align goals and incentives identify strategic priorities)
80% 75%
with the strategy at all levels
of the organisation Strategic alignment (% of staff whose
objectives are linked to the score card)
100% 60%
ORGANISATION
Teamwork Sharing best practices (number of CAPITAL
Ensure that knowledge and
knowledge management hits / employee)
5.0 6.1
READINESS
staff assets that have
strategic potential are
Treating the customer well (customer
shared widely 95% 90% 75%
satisfaction surveys)
15 / Strategic Planning / © Martijn Moerbeek (2010) (Kaplan & Norton, 2004)

16. INSPIRE TO ACHIEVE RESULTS
CHANGE MANAGEMENT...
CHANGE PROGRAMME ACTIVITIES
Carry out those activities to
plan, analyse, design and
implement the change.
ORGANISATIONAL EMPATHY INDIVIDUAL EMPATHY
Understand and adapt the Understand and help individuals to
change programme to the deal with the emotional, rational
cultural environment. and political aspects of change.
16 / Strategic Planning / © Martijn Moerbeek (2010)

17. INSPIRE TO ACHIEVE RESULTS
ORGANISATIONAL EMPATHY...
LEADERSHIP VISION
& COMMITMENT
Leaders are clear about the future
state and actively drive the
changes required to get there
CHANGE ACCEPTANCE
& ADOPTION
4 STAFF
EFFECTIVENESS
Impacted groups and Staff required for implementation
other stakeholders and ongoing service delivery
understand and operate have the necessary skills,
according to the new
model. 1 knowledge and capacity.
GOVERNANCE
READINESS
3 ORGANISATIONAL
ALIGNMENT
The governance model is in Policies, programs and other
place with a shared operating model components
understanding of how are aligned to support and
services are managed.
2 enable the change
17 / Strategic Planning / © Martijn Moerbeek (2010)

18. INSPIRE TO ACHIEVE RESULTS
INDIVIDUAL EMPATHY...
WHAT HAS WHAT COULD WHAT WE WHAT WILL
BEEN DONE? WE DO? CAN DO! WE DO!
 Made the right decision
 We have some news
positive
 We have a plan to success
 We have the answer
EMOTIONAL STATE
MOBILISE OBSERVE SHARPEN BUILD DELIVER
 It’s difficult  There is a solution
 It’s not the best news  We have some options
negative
 Now I understand, but
 Not sure how to solve it
18 / Strategic Planning / © Martijn Moerbeek (2010)

19. Contact
Martijn Moerbeek
10 Hartington Road
Buxton
Derbyshire
SK17 6JW
United Kingdom
t: +44 (0)1298 747 22
e: martijn.moerbeek@gmail.com