文档介绍：Strategic Planning in the Private Sector
August 19, 2003
Agenda
What panies do
Examples from the private sector
Applications to the MHS
2
ess is rare and few entities plish their goals
3
Keys to ess
A well developed, differentiated strategy
A rigorous, fact based planning process to connect strategy with tactics
A well aligned, anization to execute
4
“Strategy” defined: Bain perspective
A dynamic plan to differentiate a business from petitors profitably and sustainably
A proprietary set of actions that create and capture value by serving customers in a superior way relative petitors
Informs virtually all decisions
Portfolio strategy: Where to play?
Business unit strategy: How to win?
5
Strategy is about making choices
Where we will and won’pete
Where we will and won’t invest
Businesses
Customers
Geographies
Activities
Markets
6
Companies who eed are focused and are the best at what they do
0
20
40
60
80
100%
Multi core
None
Regional focus
One business
Channel focus
Percent panies
Customer focus
7
Keys to ess
A well developed, differentiated strategy
A rigorous, fact based planning process to connect strategy with tactics
A well aligned, anization to execute
8
75% of . organizations believe they need to upgrade their strategic planning process
“Our strategic planning process is effective”
“Our strategic planning process is fully developed”
9
Best demonstrated strategic planning process
Mission
Define the mission
Rarely
Portfolio Strategy
Decide what businesses and markets pete in
Determine ess metrics by business
Every 5 years
Business Unit Strategy
Develop differentiated offering
Identify changing dynamics
External
Internal
Identify key gaps
Every 2-3 years
Tactical Planning
Set targets and timelines
Design key initiatives
Develop implemen-tation plans
anization
Annually
Execution and Tracking
Track performance against plans
Modify plans as necessary
On-going
10