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  • Publicado : 17 de noviembre de 2010
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Project Scope Step 1 1. Initial objective (brand analysis, new brand, rebranding, advertising)? 2. Resources available (time, people, money)? 3. Maneuverability (what can and cannot be changed)? 4. Implementation (who will and how will the plan be implemented)?

Project Scope Objectives {1 of 3}

Project Scope Step 2 5. Possible to have fair process to build execution into strategy? 6.Finalize project scope with buy-in, create statement of objectives 7. Choose the brand analysis tools; provide rationale 8. Set up critical chain timeline and assign resources 9. Perform postmortem on Project Scope Stage

Project Scope Objectives {2 of 3}
See Fair Process (Blue Ocean Strategy)

Project Scope Step 3 10. Execute analysis methods as per project plan 11. Provide input into methodsuse for ongoing improvement 12. Assess and evaluate plan as each method provides input

Project Scope Objectives {3 of 3}

Visual Awakening (1 of 4)
• Draw strategy canvas for industry or competitors and self • Determine which elements of the offering are of value and rank-order them
– Can ask customers about these as well as industry insiders

• Analyze by viewing through
– FourActions framework – Value Curve goals – Value Curve litmus test

Strategy Map
• Excel template

Visual Exploration (2 of 4)
• Go into the field to explore the 6 paths
– – – – – – Industry Strategic group Buyer group Scope of product or service offering Functional-emotional orientation Time

• Observe the distinctive advatages of alternative products and services • See which factors youshould elminate, create, or change (the four actions framework)

Visual Exploration (2 of 4)
Look across alternative industries, break out of own Look across strategic groups within industry, break out of groups Redefines industry buyer group, who is the buyer Looks across complementary offerings

Strategic group Buyer group Offering scope

Functional- Rethink functionalemotionalorientation emotional
of industry


Participates in shaping external trends over time

Four Actions Framework
Which factors should be reduced well below industry’s standard? • • • • • • • • • • • • • • • •

Which factors the industry takes for granted should be eliminated?

Which factors should be created that the industry has never offered?

RaiseWhich factors should be raised well above the industry’s standard?

Value Curve Goals
No overdelivery without payback
High levels across all factors should result in high profits, otherwise offering too much. Which factors to eliminate and reduce? • • • • • • • • • • • • • • • •

Need coherences to the strategy
Value curve needs to collectively make sense and not simply have a lot ofdisparate highs and lows. Functional silos must be bridged.

Eliminate strategic contradictions
Sometimes a high factor requires another high factor to make good on promise. Does each factor have the support it needs?

Label factors in customers terms
Insider jargon does not work, but instead need outside-in perspective, driven by actual demand (and in customers’ terms)

Initial Litmus Test forValue Curve
• Focus
– Focus drives cost factors down – Lack of focus indicates complex business plan

• Divergence
– Value curve diverges from industry standards – Strategy must deviate from me-too-ism – Need to stand apart in the marketplace

• Compelling tag line
– Without, it is a sign of innovation for own sake

Visual Strategy Fair (3 of 4)
• Draw your “to be” strategy canvasbased on insights from field observations • Get feedback on alternative strategy canvases from customers, competitors’ customers, and noncustomers • Use feedback to build the best “to be” future strategy

Visual Strategy Fair Feedback
• Feedback form

Visual Communication (4 of 4)
• Distribute before-and-after strategic profiles on one page for easy comparison • Support only those projects...
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