Kent Thomas, and guest presenter, Dusty Zundel CEO of Signature Products Group, will discuss the importance of linking strategic planning to your operating plans and recommendations for holding the organization accountable for execution.

1. LINKING STRATEGIC PLANNING TO
EXECUTION

2. 1
The Planning Process
Step 1 - Vision / Strategy Statement
What?
Why?
Where?
Who?
#3 - Where
Are We
Going?
(Goals)
#5 - What
Will We
Become?
(Goal Line)
#4 - Who
Are We?
(Image)
#1- What
Business
Are We In?
#2 - Why
Are We in
Business?
This process requires us to ask the “hard” questions and talk about all of the
“elephants in the room”. Everyone must feel free to give honest feedback

3. 2
1
2
3
4
Step 2 – The Strategic Plan & Forecast
OPERATING PLAN – First 12 Months
2
GLOBAL FORECAST – High-level Revenue,
Cost, Expense & Financing Assumptions
3
PRODUCT PLAN – Pricing & Positioning
4
Think Long-term - 5 to 10 Years
BUSINESS MODEL – Who are our customers? How do
we generate Revenue, Profits and Cash
1

4. Introducing Dusty Zundel
CEO of Signature Products Group (SPG)

5. 4
Rewards
& Incentives
Major Projects,
Cash Flows &
Funding
Detailed Budgets for
Cost & Profit Centers
Risk Management - Identify,
Analyze & Mitigate
Detailed Budget, Action Plan & Goals
by Department
Step 3 – Operating Plan / “Budget”
Budget Process
Involve every employee, provide
opportunity for input & feedback,
listen & respond, secure ”buy-in”
& keep promises.

6. Politics &
Hidden
Agendas
Poor
Planning
Lack of
Leadership
No
Accountability
Incentives &
Strategy not
linked
Poor
Feedback
Why Budgets Fail
5
If you (the
CEO) aren’t
committed
to the
process,
don’t waste
your time!
The senior team
must be willing
to follow the
same rules as
everyone else or
budgeting may
hurt more than
help!

7. THANK YOU FOR JOINING US!
LINKING STRATEGIC PLANNING TO
EXECUTION