The growth of many small and medium enterprises (SMEs) is dictated not by the market’s ability to sustain growth, but by the business’ ability to change and improve its value proposition and operating model fast enough to increase market relevance.
Leaders are acting as “champions” in the business and not building systems and capability for the future.
Leaders making progress are often acting without a well defined and shared vision of the future.
Without consistent strategy or vision, and lacking a management system that sanctions/approves/allocates resources to tomorrow’s strategic success, today’s operational success uses all available resources.
A three year strategic plan, including mission, vision, balanced scorecard goals, prioritized strategies and objectives.
An operational plan for the coming year with milestones, tactics, and key performance indicators
Agreement across all functional leaders on what success looks like to both external and internal customers
Functional plans for each department to align their objectives and activities to enterprise outcomes and the Customer Journey
A management system of regular reviews, data driven decision making, and resource allocation for both running the business and focused improvement initiatives
A method for all employees to participate in cross functional teams to close high priority gaps in work flow issues
Visual, digital dashboards that display enterprise-level key performance indicators and messages to keep everyone informed and aligned on mission critical performance and activities
Project Staging and Kickoff
Align existing strategy work with HA templates
Review existing financials and business plans
Pre Meeting Interviews with Executive Team to determine SWOT SSCCC
Facilitate as needed: Mission, Vision, 3 Year Goals, Strategy, Objectives
Capture, Document, Deliver Draft for approval
Define Enterprise KPI Dashboard: elements, measures, targets, baseline
Facilitate team in defining first year milestones and 4 Quarter Operational Plan – Tactics to achieve objectives defined and prioritized across strategies
Determine and stage first quarter Enterprise Level STIPs
Guide team in building KPI and STIP Project Boards and Accountability System
Facilitate session with executive team to identify and adopt Adaptive Management best practices
Facilitate 2 hour session on learning cycles philosophy and method
Engage functional teams in next level planning
Quarterly business reviews with executive team to align and improve process
Provide templates and facilitate functional level Planning to Win sessions (2 hours of support per function)
Facilitate Enterprise and Cross-Functional “Catchball” session to align and gain commitment to priorities
(C) 2016 Huron Associates
