Strategic Foresight for Business Unusual
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A talk by Anisa Aven CEO, TurnKey Coaching & Development Solutions Since the Pandemic Began - Nothing is business-as-usual now. Strategic leaders anticipate change and strategic organizations are intentionally agile. They are ready to respond quickly to marketplace, economic, and OH… wait – pandemic factors?!? Today, even those who were confident in their crisis management and business continuity plans, now realize we were not prepared for COVID19. Strategic foresight at this moment is not about what’s around the corner, it’s about what’s here right now, and how can we be instantaneously innovative and resourceful. This moment requires creative strategic thinking and planning that will rally our employees beyond reasonable expectations. That is what this moment requires for many businesses. Topics: • Strategic foresight: What it is. Why it matters. How to develop it. • Strategic Management: - Pressure Cooker - Three Gates of Focus - Builder vs. Protector - 27 Challenges Every Business Faces • Quality Decision Making **Direct Link to the replay of this webinar:** https://leading-in-crisis.turnkeycoachingsolutions.com/talks/strategic-foresight-how-to-think-ahead-for-business-unusual/ **Leading in a Crisis Free Virtual Summit 40+ Speakers:** https://leading-in-crisis.turnkeycoachingsolutions.com/
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Strategic Foresight for Business Unusual
- 1. Strategic Foresight How to Think Ahead for Business Unusual By Anisa Aven, CEO TurnKey Coaching & Development Solutions
- 2. • Strategic foresight: • What it is. Why it matters. How to develop it. • Strategic Management: • Pressure Cooker • Three Gates of Focus • Builder vs. Protector • 27 Challenges Every Business Faces Quality Decision Making
- 3. The Whitmarsh Consulting Group • Human Resources Information Technology Consulting • Multichannel marketing communication strategy • Email Marketing • Blogs and Social Media Marketing • Research projects • Whitepapers • Retargeting campaignsWCG-BP.com BestPracticeinHR.com 647-966-1340 Dwhitmarsh@WCG-BP.com David Whitmarsh, CEO Thank you to our Sponsors
- 4. FREE -- HR Financial Analysis Report & Debrief HR budget analysis | confidential report |one-on-one debrief https://turnkeycoachingsolutions.net/HRReport Thank you to our Sponsors • Gain insight into the real cost burden of being an employer • Identify the costs associated over the life cycle of your employees • Compare your HR strategy and budget against successful organizations • Learn from expert HR analysts • Align your HR strategy with best-practices
- 6. About DreamSmart Academy, LLC DreamSmart Academy, LLC is a behavioral science firm dedicated to decoding human behavior and optimizing individual, family, team, and organizational performance using validated behavioral insights. DSA Behavior Solutions equip business leaders, consultants, teachers, coaches, trainers, teams, and organizations with the tools and resources needed to navigate the human differences in their families, business, organization, or school. Our validated behavioral insights align the behavioral differences, communication styles, talents, money attitudes, risk profiles, decision-making biases and solution preferences of their leaders, employees, advisors and clients in real time. Our Host Jeff Morris, President – Co- Founder
- 7. The Behaviorally SuperPowered Leader Turning Crisis & Uncertainty Into Opportunity & Legacy
- 8. Our Expert Today: Anisa Aven, CEO We provide enterprise learning and development solutions that drive business results and improve organizational culture. ● Outplacement Services ● Virtual Training ● Coaching Services ● Training & Facilitation ● Culture Change and Change Management ● Psychometric Assessments + 360 ̊ Assessment ● Data-driven Strategic Planning ● Team Development ● HR Technology Sourcing and Consulting ● Human Capital Consulting Services
- 9. What’s the difference between Strategic Thinking and Strategic Planning? Strategic Thinking Should Happen Hourly With or without a strategic plan. But NO GOOD strategic plan ever happens without strategic thinking
- 10. • Discipline • Philosophy • Vision What’s the difference between Strategic Thinking, Strategic Planning and Strategic Foresight? Credit: Kmaidlow December 2018
- 11. What’s the difference between Strategic Thinking, Strategic Foresight, Strategic Planning, and Strategic Management? • Strategic Thinking + • Strategic Foresight + • Strategic Planning = • Strategic Management
- 12. Qualities of Effective Strategic Foresight • Thinker • Business Acumen • Quality Decision Making • Broad Perspective • A Friend of Complexity • A Tamer of Ambiguity • What If-er
- 13. Developing Strategic Foresight • Embrace Uncertainty • Choose to be curious, imaginative • WHAT IF the YOU KNOW WHAT out of it! • Broaden Perspective • Study Strategy • Study Successful Companies • Study Growth Models • Be a Master Asker
- 14. “Genius is made, not born. And human beings are gifted with an almost unlimited potential for learning and creativity.” - Michael J. Gelb
- 18. Three Modes of Movement
- 19. 7 Stages of Entrepreneurial Growth James Fischer 650 successful companies Complexity is people
- 20. STRATEGIC MANAGEMENT DURING CRISIS 3 Gates of Focus 7 Predictable Stages of Growth in Business 27 Challenges All Business Challenges Fall into One of these three areas: Profits, People, Process Identify the Right Targets and Proactively Prepare for the Inevitable Challenges Only Five Challenges Matter To Your Business, Right Now.
- 21. 3 Gates of Focus Profit/Revenue Gate Predicting growth by maximizing and anticipating profit and revenue, protection and capacity issues People Gate Building competency and innovation through the conscious development of people Process Gate Transforming complexity into clarity through systems
- 22. Builders and Protectors • Builders: Builder mindset creates new ideas, takes on new initiatives, finds ways to expand revenue and profitability enterprise. • Risk tolerant and highly supportive of growth. • Protectors: Mindset is cautious and prefers to slow things down. • Are risk averse and highly suspicious of growth.
- 23. 27 Challenges – Alignment. Engagement. Implementation. • Forces a company to put words to their critical top 5 issues • Provides an opportunity to see how the leadership team defines the company’s top challenges • Forces a discussion that moves the company toward alignment of goals and objectives • Allows the leadership team to build confidence as they proactively tackle critical issues
- 24. 25 Profits are inadequate to grow the company Need for an improved business/profit design Customers are migrating away from your product/services Continual cash flow challenges Limited capital to grow Employee turnover Hiring quality staff Staff morale and voltage challenges Need for a flexible planning model Need to have better staff buy-in Project management & resource coordination challenges Leadership/staff communication gap New staff orientation Staff training Unclear values throughout the organization Dealing with the cost of lost expertise or knowledge when employees leave Chaotic periods destabilize the company Organization needs to understand how the company will grow in the future Organization needs to understand the impact that staff satisfaction has on the company’s profitability Company culture is generally resistant to change The marketplace and your customers change too quickly Difficulty forecasting problem areas before they surface Difficulty diagnosing the real problems or obstacles to growth Too slow getting new products/services to market Not able to quickly get systems and procedures in place as the company is growing Weak product/service development & differentiation in the market Challenge expanding sales 27 Challenges Every Business Faces
- 25. 27 Quality Decision Making • Making values-based decisions eliminates: • Waffling • Stress • Emotional-based decisions The authority to make decisions does not qualify as that ability to make QUALITY DECISIONS
- 26. 28 SIMPLE DECISION MATRIX OPTIONS Criteria Hold Steady Furloughs Layoffs Switch Gears Cost 0 4 5 3 Risk /Exposure 0 4 3 3 Reputation 5 1 0 3 Predictability 0 4 3 3 Practicality 2 5 5 4 Performance 5 0 0 3 Totals: 12 18 16 19 0 to 5 5= Best!
- 27. 29 Authenticity Achievement Adventure Authority Acrimony is My Safe Place Autonomy Balance Beauty Being Right is More Important Than Being Happy Boldness Compassion Challenge Citizenship Community Competency Contribution Conserve Energy/Effort Creativity Curiosity Determination Fairness Faith Fame Friendships Fun Guard Against Disappointment Growth Happiness Honesty Humor Influence Inner Harmony Integrity Justice Kindness Knowledge Leadership Learning Love Losing My Cool is My Trademark Meaningful Work Openness Optimism Peace Pleasure Poise Popularity Recognition Religion Reputation Respect Responsibility Save Face – Always Security Self-Respect Service Spirituality Stability Success Status Trustworthiness Wealth Win at all Cost Hierarchy of Values
- 28. Three Modes of Movement
- 29. DATA-DRIVEN CRISIS-STRATEGY 31 Pre- and Post-Crisis Management Strategic Planning & Alignment Program During times of massive business, economic, and personal change, having an aligned team, and ensuring your team rallies around the same vision and strategy matters now more than ever. SOGX@TurnKeyCoachingSolutions.com - 281-469-4244 ASSESS CLARITY & PREDICTABILITY ALIGN EXECUTIVE TEAM ALIGMENT ACTION PLAN FOCUS ON THE RIGHT THINGS AT THE RIGHT TIME Thank you to our Sponsors https://turnkeycoachingsolutions.com/crisis-management-strategic-planning-consultants/