In today’s rapidly evolving landscape, having a clear and well-defined strategy to win the game you are playing is critical. It’s the roadmap that guides your organization towards its goals and ensures that every action and decision aligns with your vision.
Why the Strategy and Planning Offsite with IntelliVen?
If you’re at the helm of an organization, you understand the importance of strategic planning. You also know that it’s not enough to simply have a strategy; strategy needs to be translated into a practical operating plan that guides your team’s actions throughout the year. The IntelliVen Strategy and Planning Offsite helps leaders like you bridge the gap between strategy development and successful execution.
The Strategy and Planning Offsite empowers you and your executive team with:
Clarity: Achieve a clear and common understanding of your organization’s current state, the case for change, and your target next state.
Strategic Initiatives: Identify strategic initiatives that will propel your organization from its current state to where you aspire to be next and prioritize actions that will close the gap based on their impact and feasibility, culminating in a roadmap for implementation.
Resource Allocation: Determine roles, responsibilities, and resource requirements for your most important initiatives. This includes allocating the staff, time, money, and other resources needed to make them a reality.
Financial Alignment: Align your financial and operational plans with your strategic initiatives. This ensures that your strategic initaitives are not side-jobs to be done as time permits but, instead, are woven into the mainstream of day-to-day activities.
Effective Communication: Develop a clear communication strategy to convey your vision and plan to all stakeholders, including your board, investors, employees, and partners.
Working with IntelliVen Senior Oprating Partners, leaders will achieve key outcomes from their Strategy and Planning Offsite:
Alignment: Participants agree on your current state, case for change, target state, and the necessary actions for each strategic initiative.
Implementation Readiness: Lay the groundwork for the successful implementation of strategic initiatives, and establish a governance process understood and agreed upon by all participants.
Team Cohesion: Participants leave the offsite with a deeper understanding of each other and a stronger commitment to the organization’s mission and leadership.
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When it is time to start planning but the top team is maxed-out just keeping up with operations, outside help may be just the thing. But what kind of help is best to get? Continue reading Four Kinds of Help→
While it is important to have both a high-level top-down and a preliminary sense for a bottom-up view of the financial plan, the offsite is not mostly about the numbers … it is about strategy.
Specifically, what is working, what is not working, what is possible, what do we want to do, and what are we going to do. The objective is to set the context for the top down aspirational view of the future to iterate and come together with the bottom-up view during the detail planning.
The ELT briefs the board in the fall meeting to share how the current year is turning out, status on key initiatives, and to proffer/review/tweak planning guidance for next year.
Then All Hands meeting communicates the where we were, where we are, and where we’re headed with the full backing and support of the SLT, broader leadership team, and the board. Note how it all cascades down from CEO to ELT to Broader Leadership Team to Board to Company as a Whole, building an ever broadening base of support for what the CEO carries as a vision and direction.
Then, the bottom-up planning begins in earnest with each unit of major responsibility preparing and reviewing with the CEO how they have done, what they are working on next, and how things will be going forward.
The sum of the unit plans needs to be greater than the plan because it is unreasonable to plan on absolutely everything going according to unit plans.
The CEO and ELT strive to construct a top-down plan that is rational relative to the bottom up plans. They iterate until the top-down and bottom-up plans are in sync and judged to be aggressive but achievable…for example Planned Revenue ~= Firm Revenue (i.e., Booked & Highly Probably) + 1/3 (Highly Qualified Pipeline).
The spring All Hands is to inform everyone how things are going and to engage the whole company in moving forward on the top one, two, or three Strategic Initiatives.
The spring ELT offsite is for the top team to bond, assess, refresh, and get a common sense for each other, how things are going, and where things are headed.
If the leader thinks s/he knows what needs to change and that everyone is aligned, ask: “How do you know your team knows what you want to do; why don’t we ask them just to verify? If they all say what you expect them to say, a positive step towards getting what you want done will have been taken just by bringing it to the center of their attention. If it turns out that some or all of the team are not as aligned as expected, then remedial steps can be taken.”
Survey the leader’s top team and ask them each:
To describe the current state, that is: how things are today.
What really good things happen if we change and what really bad things happen if we do not?
To describe how things would be in the future if their ideal changes were successfully implemented.
What needs to be done in order to get from where things are today to where things would ideally be next?
What will make it hard to do what needs to be done in order to get from today to the targeted next state?