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The Business Plan

The Business Plan. An alignment of functional activities with expectations created by the strategic plan. Course Deliverables. Day 1. Produce a Situation Analysis. Day 2. Produce a Strategic Plan. Day 3. Produce a Business Plan. Module 1 – Day 3 Strategic Plan Review.

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The Business Plan

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  1. The Business Plan • An alignment of functional activities with expectations • created by the strategic plan

  2. Course Deliverables • Day 1 • Produce a Situation Analysis • Day 2 • Produce a Strategic Plan • Day 3 • Produce a Business Plan

  3. Module 1 – Day 3 • Strategic Plan Review

  4. Module 1 – Day 3 Strategic Plan Review • Overview • SWOT Redux déjà-vu • Strategy Development as Critical Thinking • Strategic Plan Review

  5. Steps 9 - 12: Business Planning • 1. Choice of Planning Process: Should we be doing strategic planning or business planning? • Day One: • Situation • Analysis • 2. Scoping Expectations: Have we assessed the expectations for strategic planning? • 3. Internal Assessment: Do we truly understand the what’s, how’s and why’s of our current state? • 4. External Assessment: What factors in the external environment must we truly understand? • 5. The Situation Analysis Review: Do we have enough understanding to support informed decisions? • Day Two: • Strategic • Planning • 6. Issue Development: Are we able to connect external factors to the strategy framework? • 7. Strategic Issue Identification: Are we able to develop scenarios to identify possible strategic issues? • 8. Strategic Plan Communication: Have we described the likely “what” and “when” impact of change? • 9. Strategic Plan Review: Do we understand the strategic plan and how it is likely to impact us? • Day Three: • Business • Planning • 10. Expectations Impact: Can we identify theimpact of strategic plan expectations on functional activities? • 11. Expectations Testing: Are the strategic plan expectations consistent with competitive reality ? • 12. Strategy Implementation: How are new expectations (if any) to be integrated with ongoing responsibilities?

  6. 1. Overview What is a business plan? • Any strategy planning subsequent to the strategic plan

  7. 1. Overview Results: Business Plan Content • Linkage to • Strategic Plan / • Change Agenda • Description of Intent and Rationale of the Strategic Plan • Broad description of the impact on functional activities • 2. Facts • The Situational • Analysis • Description of Current Functional Activities • Description of Expectations of the Authority Group • 3. Analysis • Issue • Development • Changes, if any, in expectations • Impact of Changed expectations • - Reconciliation of External Factors and Expectations • 4. Strategy • The Change • Agenda • Priorities & Choices of Action • implementation Overview • Budget and Resource Allocations

  8. 2. SWOT • Redux SWOT Redux déjà-vu • Under Rafferty’s Control – What’s going on in the Branch? • Not Under Rafferty’s Control • What has changed outside his control?

  9. 3. Strategy • Development Critical Thinking in 3 Steps (i.e Strategy Development) • Read the Rafferty Case • Situation • Description • Be Able to Describe the Situation • Identify the Major Issues – Too Late / Who’s at Fault • Map Major Issues as a 2x4 Matrix • Analysis • Place the Experts in the Matrix Based on Their Opinions • Give each Quadrant a Label that Best Describes it • Decide Where You Think Rafferty Should be • Informed • Conclusion • Give the Rationale for Your Choice

  10. Rafferty’s Choices of Action • Too Late • Rafferty Goldstone • Rafferty Goldstone • Tom Delong • Employee’s Fault • Company’s Fault • Joe Galarneau • John Doumani • Ellen Hart • Kathleen Collman • Julie Johnson • Not Too Late to Change

  11. 3. Strategy • Development Analysis of a Critical Thinking Processi.e. Strategy Development • Of the 8 steps, which step is the most difficult and why? • Which of the 8 steps was the most instructive and why? • 1 . • Read the Case • 2. • Be Able to Describe the Situation • Identify the Major Issues – Too Late / Who’s at Fault • 3. • 4. • Map Major Issues as a Cartesian Plane (Matrix) • 5. • Place the Experts in the Matrix • Give each Quadrant a Label that Best Describes it • 6. • 7. • Decide Where You Think Rafferty Should be • Give the Rationale for Your Choice • 8.

  12. 3 Elements of Performance • See It • Believe It • Achieve It • = • = • = • = • + • + • + • + • + • + • + • + •  •  •  •  •  •  •  •  •  •  •  • 

  13. 4. Strategic • Plan Review Step 9: Strategic Plan Review • Step 9 Retail Securities Broker • Customers • Competitors • Industry Change • Trends • Best Practices • Technology • Markets • Suppliers • The Economy • Interest Rates • The Law / Regulators • Globalization Compliance Internal - Owner Capital - Commissions / Fees Enabler Head Office Compliance / Sales Offices Transactional Outsourced Clearing

  14. ∆ • ∆ • ∆ • ∆ • ∆ • ∆ • ∆ • 4. Strategic • Plan Review Step 9: Strategic Plan Review • Step 9 • Should we change our marketingStrategy?

  15. ∆ • ∆ • ∆ • ∆ • ∆ • ∆ • ∆ • 4. Strategic • Plan Review Step 9: Strategic Plan Review • Step 9 • 1. PSA Product • 2. H.R. -Training • 3. Sales Function

  16. Industry • Change • Full Service / Better Service • Impact on • Company • Need to Reposition Products & Services • Company • Response • Launch of Assurance Funds & PSA • Impact on • Branches • Need to Adapt to New Products • 4. Strategic • Plan Review Background: Rationale for Change

  17. Module 1 – Day 3 Strategic Plan Review • Overview • SWOT Redux déjà-vu • Strategy Development as Critical Thinking • Strategic Plan Review

  18. Module 2 – Day 3 • Impact of the Strategic Plan

  19. Module 2 – Day 3 Impact of the Strategic Plan • Strategy Configuration • Authority Group Identification • Expectations Theory & Practice • Expectations Identification

  20. 1. Strategic • Configuration Bulwark Securities Strategy Configuration

  21. 1. Strategic • Configuration Branch Strategy Configuration

  22. 2. Authority Group • Identification Stakeholder Analysis • Who are Rafferty’s stakeholders?

  23. 3. Expectations • Theory Expectations • Exceeding Expectations • Meeting Expectations • Not Meeting Expectations

  24. Ontario Premier’s 2017 Letter of Expectations • September 25, 2017 • The Honourable Charles Sousa • Minister of Finance • Ministry of Finance • 7 Queen’s Park Crescent • Seventh Floor, Frost Building South • Toronto, Ontario • M7A 1Y7 • Dear Minister Sousa: • I am honoured to welcome you back to your role as Minister of Finance. We have a strong Cabinet in place, and I am confident that together we will build Ontario up, create new opportunities and champion a secure future for people across our province. The people of Ontario have entrusted their government to be a force for good, and we will reward that trust by working every day in the best interests of every person in this province. • Our Speech from the Throne outlined a number of key priorities that will guide your work…

  25. Boeing Goal Flowdown / Expectations Process • 3. Expectations • Theory • http://patapsco.nist.gov/Award_Recipients/PDF_Files/Boeing_Aerospace_Application_Summary.pdf

  26. Military Use of Expectations-Based Planning • 3. Expectations • Theory • a.k.a. Expectations • Source:

  27. The 3 Levels of Expectations • 3. Expectations • Theory • Which level applies in your organization?

  28. 3. Expectations • Theory Business Planning: Set Activities to Meet Expectations

  29. 3. Expectations • Theory Relationship to Balanced Scorecard Financial Customers Employees Processes

  30. 8 Strategy Expectations • 4. Expectations • Identification

  31. Module 2 – Day 3 Impact of the Strategic Plan • Strategy Configuration • Authority Group Identification • Expectations Theory & Practice • Expectations Identification

  32. Module 3 – Day 3 • Expectations Impact & Testing

  33. Module 3 – Day 3 Impact of the Strategic Plan • Responsibilities Identification • Goldstone Branch Manager Responsibilities • Expectations Impact on Responsibilities • Expectations Priority Testing

  34. 1. Responsibilities • Identification 3 Categories of Functional Activities Functional Expertise e.g. Sales or accounting or service People Management Administrative

  35. 2. Branch • Responsibilities Functional Responsibilities

  36. Expectations Impact Analysis • 3. Expectations • Impact Testing

  37. 3. Expectations • Impact Testing Impact Analysis

  38. 4. Expectations • Priority Testing Expectations Testing • Meet Old Expectation • Not Meet New Expectation • Meet New Expectation • Not Meet Old Expectation

  39. 4. Expectations • Priority Testing Pros & Cons Analysis

  40. 4. Expectations • Priority Testing Expectations Testing

  41. Module 3 – Day 3 Impact of the Strategic Plan • Responsibilities Identification • Goldstone Branch Manager Responsibilities • Expectations Impact on Responsibilities • Expectations Priority Testing

  42. Module 4 – Day 3 • Business Plan Strategy Development

  43. Module 4 – Day 3 Business Plan Strategy Development • Overview • 2. The Strategy Map • Building Strategy

  44. 2. Mapping Implementation Planning • Meet Expectation #1 • 6. • 4. • F • G • 3. • 5. • 2. • E • D • B • C • 1. • Today • A • Not Meet Expectation #2 • Meet New Expectation #2 • Not Meet Expectation #1

  45. 3. Building Implementation Planning

  46. Business Plan Review 1. Choice of Planning Process: Should we be doing strategic planning or business planning? Day One: Situation Analysis 2. Scoping Expectations: Have we assessed the expectations for strategic planning? • 3. Internal Assessment: Do we truly understand the how’s and why’s of our current state? 4. External Assessment: What factors in the external environment must we truly understand? 5. The Situation Analysis Review: Do we have enough understanding to support informed decisions? Day Two: Strategic Planning 6. Issue Development: Are we able to connect external factors to the strategy framework? 7. Strategic Issue Identification: Are we able to develop scenarios to identify possible strategic issues? • 8. Strategic Plan Communication: Have we described the likely “what” and “when” impact of change? • 9. Strategic Plan Review: Do we understand the strategic plan and how it is likely to impact us? • Day Three: • Business • Planning • 10. Expectations Impact: Can we identify theimpact of strategic plan expectations on functional activities? • 11. Expectations Testing: Are the strategic plan expectations consistent with competitive reality ? • 12. Strategy Implementation: How are new expectations (if any) to be integrated with ongoing responsibilities?

  47. Module 4 – Day 3Business Plan Strategy Development • Overview • 2. The Strategy Map • Building Strategy

  48. Course Deliverables • Day 1 • Produce a Situation Analysis • Day 2 • Produce a Strategic Plan • Day 3 • Produce a Business Plan

  49. Course Objectives How to prepare and to evaluate a situation analysis How to prepare and to evaluate a strategic plan How to prepare and to evaluate a business plan

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