Is Michael Porter the End-All Be-All of Strategic Planning?
One of our recent posts about strategic planning process led some readers to believe we were contradicting one of strategic planning’s most beloved practitioners, Michael Porter. Porter’s ideas about competition and company strategy are taught in virtually every business school in the world and his work drives the approach of most consultants in the field. We have great respect for Porter’s work and have drawn upon his ideas and research in the development of our planning approach.
Getting your operational plans to deliver on their promises: A Series Review, Part 3
In the first article of this series, we asked the question “When’s the last time your operational plans delivered everything that was promised?” and explored as a first step towards more productive planning the need to confront the necessity of change in the process itself. We then went on to explore one very common reason that operational strategic plans fail. In the second segment of the series, we developed that topic and offered some additional tips related to key outcomes and how to define them. In this third and final segment we address a key dimension that most corporate planning processes overlook. Additionally, a new tip will be provided in this article revealing yet another valuable technique to incorporate into your business planning process.
Your Company’s Planning Process is Essential to Your Long-term Success
Now more than ever, the planning process your company follows is vitally important to the organization’s long-term business success. As the recession’s fallout has proven to us, businesses that failed to plan effectively in the years leading up to this economic slump have suffered the consequences of lost revenue, net losses and in many cases – business failures. In the new normal business climate, a prescriptive planning approach will no longer address the dynamic needs of business organizations.
Getting your operational plans to deliver on their promises: A Series Review - Part 2
In the first article of this series, we asked the question “When’s the last time your operational plans delivered everything that was promised?” and explored as a first step towards more productive planning the need to confront the necessity of change as a beginning. We then went on to explore one very common reason for operational strategic plans to fail. In this segment of the series, we’ll build upon that topic and offer some additional tips that are certain to be of value to anyone responsible for strategic and operational planning.
The Second Critical Step to an Effective Planning Process: Current-state Analysis & Review
How can you get there if you don’t know where you are? Obviously it makes sense that you need to know your point of origin to determine the optimal route to your desired destination. If that is the case in our day-to-day lives, then why do so many forget to apply that simple concept in business – and in this case – in our business planning? This article focuses on a second major step to consider in your planning process – a review and analysis of your organization’s current-state.
The First Critical Step to an Effective Planning Process: Inputs
Here at Method Frameworks, we've created a planning process that has put us on the playing field with the most successful planning consultants in the nation. We've put our planning process to work for some of the nation's largest organizations and have consistently delivered ROIs of 140% or more. Through our experience we can tell you that there is one critical step you must not forget: Inputs.
Getting your operational plans to deliver on their promises: A Series Review - Part 1
When's the last time your operational plans delivered everything that was promised? The odds are, it has never happened. Be honest with yourself and really think about it.
Admitting you have a problem...
Confronting the business truth is "Step-1" along the road to business planning recovery. After all, you can't fix your planning problem unless you are willing to admit that you have one.
