Building Performance Competency (BPC) | Achieving The Vision (ATV)

The journey toward sustained peak performance and market leadership begins with defining and committing to a strategic direction and then driving it throughout the enterprise — the catalyst for organizational renewal, transformation, and strategic success.

The challenge facing every company is continuously delivering customer value while maintaining market leadership in a chaotic, rapidly changing marketplace. Strategic planning is one of the most critical yet one of the less-well developed leadership competencies.

David Seregow enables companies to meet this challenge by leading and facilitating two strategic planning processes. These processes empower the leadership team to successfully build organization foundational performance competency and define, execute, and manage their organization's strategic direction and strategy.

Critical Elements Of Successful Strategic Planning

Successful planning addresses the critical elements of each of the three key phases of the yearly, closed-loop strategic planning process. The result is a sustainable, repeatable process that more fully leverages your enterprise's potential to generate revenue and profit.

Defining Strategy:

• Comprehensively reviewing and updating your strategic direction including internal and external analyses, purpose, mission, vision, and the strategy essential to closing the gap between current performance and your revised vision; reaffirming corporate values
• Operationalizing and visualizing your updated strategic direction through development or updating of a strategy map including enterprise-wide balanced scorecard metrics and strategic themes
• Aligning the Annual Plan with the revised strategic direction

Executing Strategy:

• Seamlessly transitioning the enterprise from the current to the revised or new strategic direction without losing momentum; effectively responding to discontinuous and disruptive strategic innovation and continuously changing strategic horizon goals
• Generating the maximum possible value across the enterprise from your company's strategic direction; implementing the strategically-aligned Annual Plan
• Ensuring your company's portfolio of programs and initiatives align with and enable strategic goals; deploying new initiatives essential to achieving revised strategic goals and enhancing or eliminating those current programs and initiatives that fail to generate significant strategic value; developing and refining portfolio metrics
• Effectively catalyzing talent to measurably align their work — and the intellectual capital and brand they generate — with strategy and strategic goals, enabling continuous innovation, customer value creation, and knowledge flow
• Strengthening organization foundational competencies essential to successful strategy execution

Managing Strategy:

• Managing and funding strategy separately from, while closely integrated with, day-to-day operations
• Planning for and facilitating monthly strategy review meetings; closing the yearly planning loop by initiatiing the next Definition phase of the strategic planning cycle
• Developing a strategy-focused organization where strategy is everyone's job and becomes a year-round process

Strategy definition, execution, and management is conducted yearly and is a year-round process. Practices and services provided by David Seregow parallel and often surpass those provided by the CSO (Chief Strategy Officer) and the Office of Strategic Performance Management.

Impact Of Successful Strategic Planning

Research (The Palladium Group) has shown that 70% of organizations that use a formal process to manage strategy out-perform their peers by:

• Increasing Share Price
• Growing Revenue
• Gaining Customer Loyalty
• Strengthening Employee Commitment
• Creating Brand Value
• Optimizing Resource Allocation
• Reducing Cycle Times
• Managing Risk

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Building Performance Competency (BPC)

The Building Performance Competency (BPC) strategic planning process focuses on developing a high-impact organization that achieves continuous customer value creation and sustained differentiation.

Your organization’s success is measured by how well it’s able to execute your strategy and strategic direction. Maximum-impact strategic performance is achieved when your company effectively develops and manages the foundational competencies of high-impact organizations.

BPC engages your senior team in a macro-level, whole-organization review, evaluation, and candid dialogue about strategic performance and the underlying foundational competencies. Key barriers to continuous customer value creation and sustained differentiation, and the business practices essential to breaking through each barrier, are addressed. These barriers are cross-functional and touch every part of your company. Removing these barriers is essential to successfully planning, executing, and managing your strategy and strategic direction (see Achieving The Vision below). An essential pre-requisite to seizing the advantage in both up and down markets.

The BPC process typically includes:

• A kick-off meeting and one-to-one interviews with the senior leadership team
• Whole-organization data gathering
• Two approximately half-day sessions consisting of a series of briefings, presentation of collected data, senior team organization and performance evaluations, priority setting, and change planning
• The BPC is often followed by advisement, collaboration, and/or coaching as needed and desired by the leadership team
• The BPC process and outcomes are tailored to your company's goals, opportunities, and challenges

Achieving The Vision (ATV)

The Achieving The Vision (ATV) strategic planning process focuses on developing a strategy-focused organization capable of effectively and successfully defining, executing, and managing your strategy and strategic direction.

Strategic success is a moving target. Only those companies that can continuously innovate and transform themselves at the strategic level will achieve continuous success. Your strategic plan must become actionable and successfully executed up, down, and across the entire enterprise to consistently achieve strategic goals and realize your company's vision.

A well-articulated strategic plan is essential to strategically integrating and aligning all aspects of the enterprise — making the whole greater than the sum of the parts. A well-developed plan also helps ensure all business units, functions, support services, programs, initiatives, workgroups, and teams measurably contribute to the achievement of strategic goals. And a well-developed strategic plan makes it possible to effectively manage day-to-day operations while giving emphasis to strategic goals and initiatives. The plan should be reviewed monthly and updated yearly.

ATV engages your strategy development team in an interactive review of the information, processes, and actions essential to the definition, execution, and management of your organization's strategic direction and strategy. Leveraging the results of the BPC (Building Performance Competency) planning process introduced above, the strategy development process builds on the BPC to ensure strategic success.

The ATV process prepares the strategy development team for the next cycle of strategic planning. Typically, the ATV process includes:

• One approximately half-day session consisting of a series of briefings, a review and application of the data and results from the BPC (Building Performance Competence) process, a review of existing strategic planning documentation and past results, and the information, processes, and actions essential to increasing the success of your organization's current and future strategic planning
• The ATV is followed by advisement, collaboration, and/or coaching as needed and desired by the strategy development team to facilitate and support current or future strategic planning
• The ATV process and outcomes are tailored to your company's goals, opportunities, and challenges