Three speakers took the stage to school us . This presentation is from the first speaker Gethin James, a Planning Director at VCCP.
This is the fourth event from the 'School of Planning' sessions run by Open Strategy and VCCP.
8. WEAKNESSES
B.A ain’t going in
no plane
STRENGTHS
Welding
Murdoch’s Mad
OPPORTUNITIES
Old school bus &
some scrap metal
THREATS
Villagers kidnapped
by outlaws
INTERNAL
CAPABILITIES
EXTERNAL
CONDITIONSPLAN
9. A strategy is a a one of a kind
response to a specific situation
It is a simple and informal
process of conscious thought
It is the sole responsibility
of the strategist
Implementation can only happen
after strategy is fully formulated
10.
11.
12. The Demand Chain
The McCann WorldGroup Way
Brand Building the Nestlé Way
The Virgin Way
The Profero Way
The Diageo Way of Brand Building
The Lowe Institute Toolkit
Unilever’s Crafting Brands For Life
The VCCP Methodology
13. Produce each of the component
parts,
assemble and hey presto: strategy.
For clients, often closely linked
with budgeting process
But analysis is not synthesis
16. Market structure drives deliberate positional strategies
There are limits to the desirable strategies in any given situation
End up with a basic number of “generic” strategies
But unable to distinguish getting there from being there
20. Searching for new opportunities from doing
something new or something in a new way
Requires vision: insight / foresight
The process is semiconscious at best
Deliberate in overall vision,
emergent in how details unfold
An agile, responsive structure is desirable
Dramatic leaps forward are possible
in the face of uncertainty
26. Strategic decision making is not rational but a vain attempt to be rational
Concepts, maps & frames are distortions of the world
Strategy is interpretative
Information > Shared meaning > Frame > Socialise > Decide > Act
28. THE LEARNING SCHOOL
Strategy is the process of learning over time
Behaviour stimulates thinking retrospectively
Novel strategies emerge
At the limit, strategy formation
& implementation are
indistinguishable
Strategies appear first as patterns
out of the past, only later as plans for
the future, and ultimately perspectives
to guide overall behaviour
32. THE POWER SCHOOL
Organisations consist of individuals with dreams, hopes, jealousies, interests and
fears
Developing strategy is a political process
There are coalitions of interest groups with enduring differences
in values, beliefs, interests and perceptions of reality
Who gets what
Goals and decisions emerge from bargaining, negotiation and jockeying
33. HOW IS STRATEGY DONE?
POWER
GAMES?
MENTAL
CONCEPTION?
EMERGENT
PATTERNS?
37. Purpose of strategy is to maintain stability but to
periodically recognise the need for transformation
There’s a time and a place for each approach
Defend, Prospect, Analyse & React