Effective organisational strategy

© DaySeven Group (Pty) Ltd. 2016. All rights reserved.
Effective Organisational Strategy
Future Proof Your Business
Ooro, P.E.O., Ndwiga, K., & Berrian, H.M.
September 2018

1. About DaySeven Group
2. Strategic Direction & Leadership
3. Understanding Your Business Environment
4. Are YOU Ready for Change?
5. Measuring Your Performance
Agenda
2

© DaySeven Group (Pty) Ltd. 2016. All rights reserved. 3
1. About DaySeven Group

1.1 About DaySeven Group
4
2008
•DaySeven Consulting CC Established
•Level 3 B-BBEE
•Initial Focus Areas:
•Management Consulting
•Advisory Services
•Process & Project Management
2012
•DaySeven Consulting CC Expansion
•Additional Focus Areas within DaySeven Consulting:
•Training
•Technology
•Research
2016
•DaySeven Group (Pty) Ltd Established
•Specialist Companies Established within DaySeven Group:
•DaySeven Technology (Pty) Ltd
•DaySeven Projects (Pty) Ltd
•DaySeven Training (Pty) Ltd
•DaySeven Consulting retains focus areas: Management Consulting, Advisory & Research
2018
•Expansion into East Africa
•Growth in DaySeven Consulting: Cross Sector Research Capability
•DaySeven Training: Services SETA Accreditation

© DaySeven Group (Pty) Ltd. 2016. All rights reserved. 5
2. Strategic Direction & Leadership

2.1 Setting The Tone
6
• What is Your Plan?
• Defining: Vision, Mission, Values & Goals
• Organisational Strategy (Plans, Structure, Culture) & Leadership
• Building a common/shared understanding
• Transition over time – Understanding Change
• Determining a path for YOUR Future
• What you Need to Do vs. What you Have to Do
• What are the: Challenges, Timeframes & Priorities
Where you
Started
Where
you Are
Where you
are GoingYour History/Legacy
This is NOW!
Your FutureAre you Leading or
Being Led?

2.2 Origin of Organisational Strategy
7
• Things that form an Organisational Strategy:
• Mission, Vision, Values & Goals
• The principles by
which we do
business
• Where we aim to
be within a
certain time
frame
• What we will
achieve when we
fulfill our mission
• Why we are in
business
• Guides all
strategic
decisions
Mission Vision
ValuesGoals

2.3 Defining Organisational Strategy
• All actions an organisation intends to take to achieve long-term goals:
• All these actions make up a company’s strategic plan (Intentional Road Map)
• Strategic plans have a definite timeframe (How Long)
• They require involvement from all company levels.
• All your experience and input is relevant – Common Goal, Self-Leadership
Executive
Long-Term
Organisational
Strategic Plans
Leadership
Management
Implementation
Day-to-Day
Management
Operations
Day-to-Day Operations Short-Term Execution (Step-
by-Step)

2.4 Importance of Organisational Strategy
• Does having an Organisational Strategy/Plan make a difference?
• It is the glue that links everything together
• Lack of Strategy = Strategy to Fail
Plans Actions Goals
VISION
ORGANISATIONAL STRATEGY/PLAN
SUCCESS
LEADERSHIP

2.5 Why Strategy Implementation Fails
10
LackOf/Poor
Communication
Lack of understanding of; Individual, Team &
Organisation Capability, & Responsibility
Poor Resource Planning & Allocation – Skills &
Resources Matrix
Insufficient Controls and Project Planning
Poor Financial Decisions (Failure to appreciate cash-
flow needs or under-budgeting)

3. Understanding Your Business Environment
11

3.1 The Business Environment
12
• Market Influences:
• Market Forces: Suppliers, Customers,
Intermediaries, Competitors
• Macro-Environment:
• Political, Economic, Social,
Technological, Legal & Environmental
(PESTLE Tool)
• Internal Influences:
• Vision, Mission, Objectives
• Value System
• Organisational Structure
• Quality of Workforce (HR Strategy)
• Available Resources

3.2 Understanding The Environment
13
• Business Environment Scanning:
• External – What is the Competition doing?
• Internal – What are we doing?
• Readiness for change – Can we change and adopt?
• Adopt of Die – Need for an Agile, Fluid Organisation Structure
Review Analyse Identify Improve
Objectives of External Analysis
Review &
Develop
Strategic
Direction
based on the
business
Environment
Use different
tools to
consistently
Analyse &
Monitor the
business
Environment
Identify key
Areas that
need to be
improved
within LMC –
Becoming
Competitive
Develop and
Execute
Actions and
Timeframes to
improve the
identified
areas

14
• Business Environment Scanning:
ü External – What is the Competition doing?
• Internal – What are we doing?
• Readiness for change – Can we change and adopt?
• Adopt of Die – Need for an Agile, Fluid Organisation Structure
Components of Internal Analysis
Vision, Mission & Objectives
Value
System
Org.
Structure
Quality of
Workforce
Legal
Requiements
Physical
Resources &
Technology
(IP)

15
Objectives of the Internal Analysis
Review Evaluate Identify Improve
Review &
Develop
Strategic
Direction
based on the
internal
business
dynamics
Use different
tools to
consistently
Evaluate LCM
Strengths &
Weaknesses
Identify key
Areas that
need to be
improved
within LMC –
Building
optimal and
Sustainable
Growth
Develop and
Execute
Actions and
Timeframes to
improve the
identified
areas
internally and
measure
improvement

4. Are YOU Ready For Change?
16

4.1 Theory of Change
17
• Theory of Change – Managing the Change Process:
• Why do we need to change?
• When do we need to change?
• How do we manage change?
• What do we change?
• 2 Key determinants for Management & Staff:
• Readiness
• Openness/Willingness
• Can be assessed by:
• Flexibility & Willingness to undertake strategic
initiatives effectively at strategic management level
Have YOU answered these?

4.2 Planning for The Future
18
Long-Term Focus & Sustainability
• Long term organisational strategy
defined by management
• 10 years or more cycles -
Dependent on market strategy
• Influenced by political, economic
and technology cycles
• Made up of short term cycles that
can overlap
• Building blocks for long-term
sustainability
• Influenced by political and
economic planning and cycles
• Quick immediate wins
• Cyclical – 2 year blocks
Current Short-Term Mid-Term Long-Term
ROI
Up to 2 Yrs 2 – 5 Yrs Over 10 Yrs
ACTIONS DRIVERS PLAN
What we have
to do
Organisational
policies and
procedures
Exceed set
timelines
What we need
to do
Business
deliverables
Quick wins –
small blocks
Management’s
role
Operational
staff’s role
Do you Know where
YOU are Going?

4.3 Building A Dynamic Organisation
19
Consider the following aspects – Future Proof Your Organisation:
YOU
Business
Intelligence
Culture
Structure
Communication
The information you
have and how we use it
Your Values & Way of
Doing Things
Do you have the
“Correct” Structure?
How do you
communicate change?

5. Measuring Your Performance
20

5.1 Importance of KRAs
21
• Key Result Areas (KRAs) can be defined as:
• The things that LMC absolutely, positively must do to fulfill
your responsibilities and achieve your business goals
• They are derived from the Organisational Strategy
Does YOU have KRAs?
• Relationship between KRAs and KPIs:
• KPIs are used to measure delivery of
KRAs
• KPIs are both Organisational and
Individual
• Organisational KPIs are defined in the
Strategy
• Individual KPIs result from
Organisational KPIs
Organisational
Strategy
Organisational
KRAs
Management
KPIs Staff KPIs
KPIs
Measurement
Matrix etc.

Future Proof Your Business
Effective Organisational Strategy
END
22
Contact Us:
T: +27 64 544 9636
E: consulting@dayseven.co.za
www.dayseven.co.za

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