Editor's Note: Take a look at our featured best practice, Strategic Planning: Hoshin Kanri (Hoshin 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, Facebook, Boeing, Shell, Goodyear, Cummins, Johnson Controls, Hanes, Telefónica, Chubb, Discover, Stryker, Thales, Saint-Gobain, AGCO, to name just a [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.
* * * *
Scores of manuscripts, books, periodicals, and assorted publications have been written about Sales and Sales Management–most of which are brilliantly conceived and well intentioned. The reader understands the basis of the information either theoretically, conceptually, and/or, as a practical matter, “gets” its significance.
But, something might be missing and that something is: HOW do I do it?
Sales and marketing organizations within corporate entities usually provide very specific strategy and tactics information, which on its face recognizes the importance of engaging the how to’s in the implementation process. Looking back on my career, it became my responsibility to implement the strategies and tactics that could lead to successful outcomes and to share informational outcomes within the organizational structure to help ensure the growth and development of the company.
I have been requested by Flevy to depict and explain how it was performed–i.e., my experiences in helping to grow Roche Diagnostics from its inception in 1969 (since I was the first salesperson hired) up to and including my retirement at the end of 1997.
Within the framework of this venture, my goal will be to reflect upon the company’s progression with an emphasis on how the implementation process worked, not only for me, but for those within my group of equally hard working and dedicated individuals that ultimately comprised our beloved Roche Diagnostics. The implementation process.
With this in mind, the central theme will be the art of implementation.
My initial Fiaccabrino Selection Process is now in a PowerPoint format and we are looking forward to a significant degree of interest on the part of organizations having to deal with costly turnover in its respective sales forces. My goal was and is to present a viable approach to the hiring of extraordinary people by not only dealing with the principles of the format, but, of equal importance, the art of its implementation.
In future articles, there will be case studies contained in three specific formats and at the same time dealing with the common thread of implementation. They are:
- Candidate Selection, Hiring, and Development (adjunct to the Fiaccabrino Selection Process).
- Sales Management.
- Sales Strategies (and other related formats).
My goal is to share information to enhance the success of others. More to come.
48-slide PowerPoint presentation
Most frameworks, guides, and business gurus that discuss corporate strategy focus purely on the theory of great strategy, but don't teach the art of great execution. Without execution, strategy is merely theory.
In fact, a common complaint of strategy consulting firms is that they leave clients
[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
138-slide PowerPoint presentation
Our Strategic Planning Process, based on Hoshin Policy Deployment, provides an organization with proven and effective methods to develop, communicate and align its strategic goals, objectives, and initiatives.
The Strategic Planning - Hoshin Policy Deployment Training Module includes:
1. MS
[read more]
34-slide PowerPoint presentation
What is the Balanced Scorecard (BSC)?
The Balanced Scorecard is a strategy performance management tool--a semi-standard structured report, supported by proven design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their
[read more]
24-slide PowerPoint presentation
The Strategy Management Office (SMO), also referred sometimes as the Office of Strategy Management (OSM), is the team responsible for managing the Corporate Strategy of the organization.
The ultimate role to execute Strategy lies with the line managers and employees, but without a core command
[read more]
24-slide PowerPoint presentation
The Strategy Management Office (SMO), also referred sometimes as the Office of Strategy Management (OSM), is the team responsible for managing the Corporate Strategy of the organization.
The ultimate role to execute Strategy lies with the line managers and employees, but without a core command
[read more]