Methodology:StrategicValueCreationOverviewThestrategicvaluecreationmethodology"cycleofevents"isacontinuousprocessthatfirstdevelopsasnapshotprofileofwhattheCompanywantsto"look"likeinthefuturetoidentifythekeyissuesthatimpacttheCompany.Asacompanyprogressesthroughthecycle,itanalyzesandevaluatesitscurrentinternalandexternalenvironment,itevaluatesthecoststoserveitscustomersintheircurrentbusinessstructure,andidentifiesthesourcesofitscurrentdrivingforcesanditscorecompetencies.Next,theCompanydevelopsalternativestrategiesandselectsthestrategythatmustbecompletedinordertorealizeafutureprofile.TheCompanymustthendeterminehowthestrategywillbeachievedinamannerconsistentwiththefutureprofile.Afterdeterminingwhatmustbeachievedandhowtoaccomplishit,performancemeasuresandastrategicinformationsystemmustbedeveloped.Thisinvolvesnotonlymeasuringprogresstowardeachstrategycomponent,butalsotowardreachingthefutureprofile.ThefinalstepintheprocessistoconstructdetailedworkplansthatdefinewhichprocessesshouldberedesignedtoenabletheCompanytoimplementitsstrategy.Thismaymeanreengineeringsomeofthese"core"processesorcreateanewone.Thestrategicvaluecreationcycleofeventsisacontinuousprocess,onethatacompanyrevisitsonanon-goingbasis.Acompanymaychoosetonotredefinethefutureprofile,reanalyzethemarketenvironmentorreevaluatethecoststoservemoreoftenthanonceeverycoupleofyears.However,theotherphasesshouldberevisitedapproximatelyfrequentlytoensurethatthestrategyselectedcanstillachievethefutureprofileandthatthespecificactionsareenablingprogress.Throughoutthestrategicvaluecreationmethodology,manystrategicplanningstepsandtoolsareoutlinedfortheuser.Thesestepsandtoolsshouldbeusedasappropriate,accordingtothejudgmentoftheconsulting/clientteam.AsnoCompanyorengagementisalike,similarlythismethodologycannotreplaceateam’sjudgmentregardingappropriatetoolsandstepstofollow.Theobjectivesofthismethodologyare:-DevelopanunderstandingoftheinternalandexternalenvironmentandtheCompany’scurrentpositionagainstitscompetitors.-ClearlydefinetheissuesandassociatedimplicationsthatcurrentlyandpotentiallycouldimpacttheCompany.-Definestrategiesandtacticalapproaches,consistentwiththeidentifieddrivingforcesandcorecompetencies,toachievethefutureprofile.-Test/shapethestrategytoensurethatthevision/concept/ideasarealignedwiththeinitiative/resources/activities.Methodology:StrategicValueCreation1-EstablishamechanismtocontinuouslymonitortheprogresstowardsthefutureprofileandenabletheCompanytorevisitthecycle.Questions1.DoesthestrategyenabletheCompanytoachieveitsvision/futurevision?2.Doesthestrategytakeadvantageofthenaturalsourcesofcorecompetency?3.IsthestrategyconsistentwiththeCompany’sidentifieddrivingforceandareasofexcellence?4.Doesthestrategyconsiderchangemanagementissues?5.Whatrolewilltechnologyplayintheimplementationandmonitoringofthestrategy?6.Howlargearethegapsbetweenthefutureprofileandthecurrentlevelofperformance?7.Areallstakeholdersinconsistentagreementofwhatthefutureprofilereallymeans?8.Dothestrategiesenablethe“health”ofthebusinessinthelongrun?Hints-Thestrategicvaluecreationmethodologyisnotalinearprocess,butratheracycleofeventsthatiscontinuouslyrevisited.-Utilizeinputfromallapplicablefunctionalareasthatwill/couldaffectthestrategicplantoensureathoroughanalysisisconductedandbarrierstoimplementationarereduced.OtherCompetenciesExperienceinbusinessplanning...
