flevyblog

Flevy Blog is an online business magazine covering Business Strategies, Business Theories, & Business Stories.
MANAGEMENT & LEADERSHIP STRATEGY, MARKETING, SALES OPERATIONS & SUPPLY CHAIN ORGANIZATION & CHANGE IT/MIS Other

Flevy Author Spotlight: Our Interview with Strategic Planning Specialist, Anthony Gable

Editor's Note: Take a look at our featured best practice, Strategic Planning: Process, Key Frameworks, and Tools (79-slide PowerPoint presentation). This document provides a holistic approach for undertaking strategic planning. While covering the traditional strategic planning approach, the document touches on adaptations that may be used in an unpredictable environment. Contents: 1. Strategic Planning Overview - Key questions and [read more]

Also, if you are interested in becoming an expert on Strategy Development, take a look at Flevy's Strategy Development Frameworks offering here. This is a curated collection of best practice frameworks based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. By learning and applying these concepts, you can you stay ahead of the curve. Full details here.

* * * *

anthony_gableAnthony Gable is an expert in the field of Strategic Planning and is highly effective at both teaching and facilitating the process.  He has spent 3 decades specializing in this discipline. Most recently, Mr. Gable has further refined the process through the integration and unification of both old and newer currently accepted strategic planning procedures that better fit today’s world-wide digital economy.  This innovative approach is outlined in his instructional guide on Flevy, the Complete Guide to Strategic Planning.

He has been involved in hundreds of planning sessions with product groups and Strategic Business Units in a variety of young, smaller companies, as well as larger, better known organizations, including 3M, Gillette, Zenith, Sunbeam, Rubbermaid, DEC, Stewart-Warner, and many others.  These organizations represent myriads of different industries and products, including those in consumer, medical, electronics, and other market niches.

We recently had the opportunity to speak with Mr. Gable and pick his brain on the topic of Strategic Planning.

You developed a “unified” approach to strategic planning.  Can you describe how it is unified?

Strategic planning processes were initiated in the “modern” world back in the 1950s by university business school professors and large consulting firms.   At the time, the most used concept was the matrix system used by a major consulting firm.  It was used to help clarify simplistic and basic characteristics of a company, primarily where it fit in terms of its market strength and share.

Since then, there have been countless attempts to embellish other “systems” with new approaches–to the point where there are now tens of tens of acronyms being employed to identify them.  Examples include BCG Matrix, Five Forces, PIMS, SWOT, PEST, PESTLE, 5C, and so on.   There is also a vast number of articles, books, seminars used to clarify all of them individually.

This often results in only confusing the audience of management and owners as to how these approaches should be used and integrated, if used together at all.  Other approaches concentrating on various analyses are prevalent as well–internal analysis, external, environmental, economic, social, political, etc.   What has been made available is primarily focused on these processes, which have now become generic, and, in general, very often not applicable to individual situations faced by organizations large and small.

The problem is that all they seem to do is define the differences and advantages of each separate approach, often when the systems are no longer valid for “today,” rather than integrate those that apply to today’s digital economy in a useful and effective way.

Our system and process is designed to unify as a whole those strategic planning processes that are effective, relevant, and effective in today’s world.  It is intended to create an approach that makes users aware of those issues that they must consider as part of their overall approach to current success and future growth.  In general, we do not refer to specific processes or acronyms in order to avoid confusion, but, instead, expose them in a continuum in which they should be defined, considered, and applied.  We expose them with explanatory narrative that is easily understood by all involved via what we feel is the best approach: the use of slides that may not only be presented to groups of all sizes, but may also be printed out for convenient, individual study.

At what stage of growth should a business start engaging in annual strategic planning sessions?

Although “strategy” is part of every “business plan” used by start-up companies, it is normally based upon initial survival in building the new business, with less concern of the longer term effect of its market share position.

“Strategic planning” is typically used by companies of all sizes–small business included–when they reach a point where they are, in most part, successful, but need to reconsider their level of success and satisfaction with that current status versus where they would like to be in the future, in terms of market share, new product development, and growth in general.  Strategic planning is also used by companies that are suffering and/or see no real future for growth ahead and may wish to downsize, be acquired, etc.  Those same companies may find that reassessing their position through strategic planning may also place them back on a positive track to further success.

So, then, strategic planning is usually employed by companies and created to attack the longer term–3-5+ years–and is reviewed as often as quarterly or semi-annually.  Whereas, a “business plan” is normally an initial, short term instrument for “getting going.”

What is your opinion on businesses hiring top consulting firms to help them orchestrate the strategic planning session?

I have more often than not found that most companies are fully capable and competent to do their own planning—and far better off–if availed of an effective process to use.  Often, they simply don’t have a process that they can use effectively.

That’s where we come in.  They know their business (although perhaps not their market) better than any outside, costly consulting firm.   Our process allows them to become aware of the issues they should be cognizant of and also how they can make their employees aware of the logic and effort that needs to be understood by all to create employee buy-in and cooperation.

Using an outside consulting firm often creates resentment by internal and competent management.   Others are then left out of the plan completely; or, forced to do the necessary implementation by outside facilitators.  Employee acceptance is the most important aspect of effective strategic planning and ultimate team success and organization pride as a team effort.

What are some common strategic and organizational issues you’ve found small and midsize companies face?

Organizations of all sizes face an unending aptitude to make critical and non-critical errors.  Examples include financial misuse of funds; unacceptable products or quality vs the new competition; lack of use of new ways to reach target clients; misunderstanding worldwide, political, and external issues that may greatly affect them; lack of employee depth or competence; poor supplier relationships and costs; ongoing changes in their niche market; lack of a thorough understanding of who, what, and where their real competition is; new product displacement about to happen; broken procedural and internal systems; manufacturing roadblocks or ancient processes; where they can best perform within a specific market-share level; lack of goal setting; lack of plan follow-up and monitoring of results; what stage of growth they are in and its related effect on planning approach; leadership issues; what type of planning is critical at the moment—for instance, issues, goals, integration, etc.

This all leads to our favorite quote: “It is not the strongest or the most intelligent who will survive, but those who can best manage change.” [Charles Darwin]

Anthony Gable has a couple instructional Strategic Planning guides available on Flevy.  The Complete Guide to Strategic Planning is currently the best selling document on Flevy on Strategic Planning.

153-slide PowerPoint presentation
[NOTE: Our Hoshin Kanri presentation has been trusted by an array of prestigious organizations, including industry leaders such as Apple, Boeing, Shell, Cummins, Johnson Controls, Telefónica, Discover, Stryker, Thales, Saint-Gobain, AGCO, [read more]

Want to Achieve Excellence in Strategy Development?

Gain the knowledge and develop the expertise to become an expert in Strategy Development. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Click here for full details.

"Strategy without Tactics is the slowest route to victory. Tactics without Strategy is the noise before defeat." - Sun Tzu

For effective Strategy Development and Strategic Planning, we must master both Strategy and Tactics. Our frameworks cover all phases of Strategy, from Strategy Design and Formulation to Strategy Deployment and Execution; as well as all levels of Strategy, from Corporate Strategy to Business Strategy to "Tactical" Strategy. Many of these methodologies are authored by global strategy consulting firms and have been successfully implemented at their Fortune 100 client organizations.

These frameworks include Porter's Five Forces, BCG Growth-Share Matrix, Greiner's Growth Model, Capabilities-driven Strategy (CDS), Business Model Innovation (BMI), Value Chain Analysis (VCA), Endgame Niche Strategies, Value Patterns, Integrated Strategy Model for Value Creation, Scenario Planning, to name a few.

Learn about our Strategy Development Best Practice Frameworks here.

Readers of This Article Are Interested in These Resources


23-slide PowerPoint presentation
Strategic Planning is an essential tool for organizations aiming to thrive in today's dynamic business environment. It's not just about setting goals--it's also about crafting a roadmap for sustainable success. For executives, understanding and effectively implementing Strategic Planning is crucial [read more]


 
138-slide PowerPoint presentation
 
 
23-slide PowerPoint presentation

About David Tang

David Tang is an entrepreneur and management consultant. His current focus is Flevy, the marketplace for business best practices (e.g. frameworks & methodologies, presentation templates, financial models). Prior to Flevy, David worked as a management consultant for 8 years. His consulting experience spans corporate strategy, marketing, operations, change management, and IT; both domestic and international (EMEA + APAC). Industries served include Media & Entertainment, Telecommunications, Consumer Products/Retail, High-Tech, Life Sciences, and Business Services. You can connect with David here on LinkedIn.

,



Complimentary Business Training Guides


Many companies develop robust strategies, but struggle with operationalizing their strategies into implementable steps. This presentation from flevy introduces 12 powerful business frameworks spanning both Strategy Development and Strategy Execution. [Learn more]

  This 48-page whitepaper, authored by consultancy Envisioning, provides the frameworks, tools, and insights needed to manage serious Change—under the backdrop of the business lifecycle. These lifecycle stages are each marked by distinct attributes, challenges, and behaviors. [Learn more]

We've developed a very comprehensive collection of Strategy & Transformation PowerPoint templates for you to use in your own business presentations, spanning topics from Growth Strategy to Brand Development to Innovation to Customer Experience to Strategic Management. [Learn more]

  We have compiled a collection of 10 Lean Six Sigma templates (Excel) and Operational Excellence guides (PowerPoint) by a multitude of LSS experts. These tools cover topics including 8 Disciplines (8D), 5 Why's, 7 Wastes, Value Stream Mapping (VSM), and DMAIC. [Learn more]
Recent Articles by Corporate Function

  

  

  

  

  

The Flevy Business Blog (https://flevy.com/blog) is a leading source of information on business strategies, business theories, and business stories. Most of our articles are authored by management consultants and industry executives with over 20 years of experience.

Flevy (https://flevy.com) is the marketplace for business best practices, such as management frameworks, presentation templates, and financial models. Our best practice documents are of the same caliber as those produced by top-tier consulting firms (like McKinsey, Bain, Accenture, BCG, and Deloitte) and used by Fortune 100 organizations. Learn more about Flevy here.
  


OUR CORE OFFERINGS
Flevy Marketplace: Top 100
· Strategy & Transformation
· Digital Transformation
· Operational Excellence
· Organization & Change
· Financial Models
· Consulting Frameworks
· PowerPoint Templates
FlevyPro (Subscription Service)
KPI Library
Streams (Functional Bundles)
Flevy Executive Learning (FEL)
PowerPoint Services

FREE Resources

About Flevy
Management Topics
Marcus (AI-Powered Consultant)
Partner Program
LinkedIn Influencer Marketing
FAQ / Terms / Privacy / Blog
Contact Us: support@flevy.com



CONNECT WITH US!
       
TOP 100 TRENDING TOPICS
Acquisition Strategy
Agile
Analytics
Artificial Intelligence
Balanced Scorecard
Best Practices
Big Data
Breakout Strategy
Business Continuity Planning
Business Plan Financial Model
Business Transformation
CMMI
COBIT
Change Management
Cloud
Communications Strategy
Company Financial Model
Competitive Advantage
Competitive Analysis
Consulting Frameworks
Continuous Improvement
Core Competencies
Corporate Culture
Cost Reduction Assessment
Customer Experience

BROWSE BY FUNCTION
Strategy, Transformation, & Innovation
Digital Transformation
Operational Excellence and LSS
Organization, Change, & HR
Management Consulting

Customer Journey
Customer Service
Cyber Security
Data Privacy
Decision Making
Digital Marketing Strategy
Digital Transformation
Digital Transformation Strategy
Due Diligence
ESG
Employee Engagement
Employee Training
Enterprise Architecture
Growth Strategy
HR Strategy
Hiring
Hoshin Kanri
ISO 27001
ITIL
Information Technology
Innovation Management
Integrated Financial Model
Kaizen
Kanban
Key Performance Indicators

ADDITIONAL RESOURCES
Business Strategy Frameworks
Case Studies
Consulting Training Guides
COVID-19 Trend Data
Digital Transformation
Financial Advising Services (FAS)

Knowledge Management
Leadership
Lean
Lean Manufacturing
Logistics
M&A (Mergers & Acquisitions)
Manufacturing
Market Research
Marketing Plan Development
Maturity Model
McKinsey PowerPoint
McKinsey Templates
Operational Excellence
Organizational Change
Organizational Design
Performance Management
Post-merger Integration
Pricing Strategy
Process Improvement
Process Maps
Procurement Strategy
Product Launch Strategy
Product Strategy
Project Management
Quality Management


Free Resources
KPI Library
Lean Management
Lean Six Sigma Training Guides
Marcus Insights
Operational Excellence

Real Estate
Remote Work
Restructuring
Risk Management
Robotic Process Automation
SWOT
SaaS
Sales
Scrum
Service Design
Six Sigma Project
Social Media Strategy
Strategic Planning
Strategic Thinking
Strategy Development
Supply Chain Analysis
Sustainability
Target Operating Model
Team Management
Total Productive Maintenance
Value Chain Analysis
Value Creation
Value Stream Mapping
Visual Workplace
Workplace Safety


Product Strategy
Small Business Owner
Startup Resources
Strategic Planning
Strategic Planning Process
Value Innovation Strategy


© 2012-2024 Copyright. Flevy LLC. All Rights Reserved.