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shared by raheel naqvi on 06 Oct 09 - Cached
  • Strategic planning is often used to describe operational planning, real strategic planning is about planning for the future.
  • Here’s advise from Steve Jobs in managing in a downturn. "We've had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren't going to lay off people, that we'd taken a tremendous amount of effort to get them into Apple in the first place -- the last thing we were going to do is lay them off. And we were going to keep funding. In fact we were going to up our R&D budget so that we would be ahead of our competitors when the downturn was over. And that's exactly what we did. And it worked. And that's exactly what we'll do this time."
  • Some believe senior executives or the board should set the direction of the company and control all strategic directions and resource allocation. In fact, the better approach is to set the overall directions and then create favorable conditions and flexible architectures to support learning and innovation for middle management.
  • ...13 more annotations...
  • Balanced Scorecard/Strategy Map methodology from Kaplan and Norton knows the importance of Leading Indicators:
  • "finding new products and services that meet not only the functional needs of consumers for tasty food or clean clothes but also their wider aspirations as citizens."
  • I believe strategic innovation and strategic planning are two very different (not mutually exclusive) approaches that people mixed it up.
  • Strategic innovation is a process to discover new value through new ideas while strategic planning process plan base on what happened and what to respond.
  • Without something happen, planners cannot plan further. In most case, strategic planner assumes business as usual.
  • It is hard to find business as usual today.
  • Their job is not to read and interpret “weak signals”. That’s why innovation, strategy and operations and three different functions and require very different skill sets.
  • A first step is to formally integrate innovation into the executive planning agenda
  • Second, executives can make better use of external talent for innovation, people who bring proven tools and multi-disciplinary thinking. Bring them in as your innovation partner and have a formal innovation program that span across different business units and geographies.
  • Finally, identify leaders to help foster an innovation culture based on creativity and trust. In such a culture, people understand that their ideas are valued, trust that it is safe to express those ideas, and oversee risk collectively, together with their managers. Give them space to experiment.
  • Brainstorming is really about purposeful use of creativity and imagination.
  • Purpose is really the heart of any business strategy and should provide the guiding principle for corporate strategy (and brand).
    • raheel naqvi
      raheel naqvi on 06 Oct 09
       
      PURPOSE
  • The next big issue is “authenticity”?  Today this word carries extra meanings thanks to the Internet.  This is not something one can “buy” with big ad dollars. This is truly how brand differentiates and is strongly associated with trust, not just brands but also on a corporate level. Adv agencies (including interactive and direct mkt agencies) fundamentally operate differently and are not really good candidates for innovation and design explorations.
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