I havea new customer and here is their strategic plan. What do we need to make them successful?
Ownership & Execution
Who will take ownership of each of the strategic objectives and does that person have the skills & experience to deliver it.
Execution of the strategic objectives needs to be measured and monitored. Make sure governance is in place (e.g. steerco) and make sure there are SMART KPIs to track against. Make sure the Steerco holds the CEO/MD to account to deliver on these promises.
Final point of note: make sure the language used in the strategic actions is actionable and concrete. Some of it is vague e.g. "service packages and consultative sales approach shall be introduced"
Good luck - get in touch if need more help
Firstly I have to say that this is a well defined Strategic Plan at a very high level - and there is a lot of detail to take in at first glance. What I take from the detail presented is this plan is intended to showcase how the customer is making themselves attractive to buyers and customers. They also have a solid plan and strategic goals, which is sufficient - at a higher level.
The level of detail provided defines the "what" - but not the "how". Having methods to attain goals set out in this level of detail may be sufficient for a "C" Level briefing - but there is no real definition of how those goals are going to be achieved. In other words - it reads more like a utopian dream sheet that a strategic plan. It needs other areas to be included to define how quality, automation, optimization, new technologies and a plethora of other elements which you might find in any strategic plan are going to be delivered. You may also want to include;
A Mission Statement: Summarize all activities in one or two sentences.
Define business goals, at least at a high level, for the existing operations - and the goals for those operations. Whether that is in terms of turnover, customers, sales - or some other quantifiable amount that is known to exist.
Define operational goals, at least at a high level, reflecting the existing operations - and adding value through the operational changes being proposed. Define these goals in terms of percentages - or volumes, across time period (Q1/Q2, etc.), based on existing figures (from the item above)
Finally - and this is just my preference - this is either a presentation - or a core document. Producing a presentation with reams and reams of words is not a presentation - it's a document. My suggestion is that you use some pertinent graphics and headlines to present the concepts or subjects required - and also produce a core strategy document which compliments the presentation. In that way, when it is presented, the audience can read the document along with the presentation - instead of having a presenter basically reading the screen with them. I do hope that makes sense? :D
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