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© The Strategic Plan A review of the eight strategies common to all organizations.

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Presentation on theme: "© The Strategic Plan A review of the eight strategies common to all organizations."— Presentation transcript:

1 © The Strategic Plan A review of the eight strategies common to all organizations

2 © Course Deliverables Day 1 Day 2 Day 3 Produce a Situation Analysis Produce a Strategic Plan Produce a Business Plan

3 © Module 1 – Day 2 Reviewing the Situation

4 © Module 1 – Day 2 Reviewing the Situation 1.Strategic Plan Content & Process 2.SWOT Analysis Redux 3.Situation Review 4.Nominal Group Technique

5 © Strategic Plan Content - The Fact Gathering Process - Major External Factors - Stakeholder Expectations - Organizational Performance - Description of Current Strategies and Strategy Configuration - The Analysis Process - Likely Impact of Major Factors - A Ranking of Major Factors & Expectations - Possible Responses & Rationale - A Description of Changes, if any, to Strategy - An Explanation of the Rationale for Change - Impact on the Organization (Timing and Degree) - Major Risk Factors / Assumptions - Financial Implications - Long Term Hoped for Impact 1.Facts The Situation Analysis 2. Analysis Issue Development 3. Strategy The Change Agenda 1. Content & Process

6 © Strategic Planning 2. Scoping Expectations: Have we assessed the expectations for strategic planning? 3. Internal Assessment: Do we truly understand the what’s, how’s and why’s of our current strategy? 4. External Assessment: What factors in the external environment must we truly understand? 1. Choice of Planning Process: Should we be doing strategic planning or business planning? Day One: Situation Analysis Day Two: Strategic Planning Day Three: Business Planning 5. The Situation Analysis Review: Do we have enough understanding to support informed decisions? 7. Strategic Issue Identification: Are we able to develop scenarios to identify possible strategic issues? 6. Issue Development: Are we able to connect external factors to the strategy framework? 8. Strategic Plan Communication: Have we described the likely “what” and “when” impact of change? 9. Strategic Plan Review: Do we understand the strategic plan and how it is likely to impact us? 10. Expectations Impact: Can we identify the impact of strategic plan expectations on functional activities? 11. Expectations Testing: Are the strategic plan expectations consistent with competitive reality ? 12. Strategy Implementation: How are new expectations (if any) to be integrated with ongoing responsibilities? 1. Content & Process

7 © SWOT Under Tarion’s Control – What is the situation Not Under Tarion’s Control – What has changed externally? 2. SWOT Redux

8 © Fact vs. Fiction FictionTarion’s Board of Directors is controlled by the builders FictionTarion’s responsibilities as a regulator and warranty vendor conflict FictionAll builders pay the same registration fee FictionTarion has a monopoly on new home warranty insurance FictionNew home building industry standards in Ontario need to be improved FictionBC has put into place a new home warranty program structure that Ontario should adopt FictionTarion should extend its regulatory and warranty coverage to the renovation industry FactBuilders have 8 of 16 seats on the board. FactThe KPMG study found the combination of responsibilities a significant success factor. FactThe basic registration fee may be the same but conditions of licensing vary dramatically. FactAll new homes must carry the Tarion warranty as the minimum warranty – not the only warranty FactNew home industry standards are the highest of any jurisdiction. FactThe BC program is unproven and the BC market for is a fraction of the size of the Ontario market. FactThe renovation industry is fundamentally different from the new home building industry 3. Situation Review

9 © Stakeholder Identification Stakeholder CategoriesActual Stakeholders The Authority Group Those Stakeholders who approve the plan and authorize implementation The Board The Involve Group Stakeholders who should be involved because of the role they will play in implementation Tarion Management and Staff The Inform Group Stakeholders who need to be told what to do so that their actions are consistent with implementation Tarion Employees The Consider Group Any Stakeholders not falling in any of the above categories and who could have a response to implementation Consumer Associations - Builder Associations – Ministry Industry Professionals - Lawyers - Architects - Engineers - Bankers  Industry vendors: trades, manufacturers  DAA Critics - Other DAA’s Other Ministries: (MMAH) - Other gov’t orgs: (CMHC) Competitors: (warranty companies) Other jurisdictions: (B.C.) Media (Print / Radio / T.V. / Magazine) Municipalities 3. Situation Review

10 © ONHWP Act Model Risks to Consumer Consumer Protection Builder Risk Insuring Builder Failure to PerformAssuring Builder Ability to Perform Regulatory Protection Mandatory Builder Registration & Minimum Standards of Acceptable Builder Performance Financial Compensation No-fault Consumer Warranty Coverage & Simplified Consumer Claims Process Delivered by a not-for-profit industry stakeholder controlled Corporation & completely self-funded from fee income Accountable to Ministry (MOU) Accountable to Industry Stakeholders Accountable to Corporate Law 3. Situation Review

11 © The AlphasCurrent Strategy Mandate Administration of the ONHWP Act. Risk First, use of regulatory authority. Secondly, use of security / reserves Growth Rise and fall with the new home building industry cycles Financial Self-funding / Use of insurance industry reserving practices Technology Enable management productivity Organization Centralized / Expectations are to take a regulatory approach Communications To educate new home buyers and home builders on their responsibilities Service Delivery To deflect risk away from Tarion and onto builders 3. Situation Review

12 © Tarion Mandate – Note 1 2014 Financials Tarion Warranty Corporation was designated in 1976 by the Government of Ontario to administer the Ontario New Home Warranties Plan Act (the "Act"). The objectives of the Act include - consumer protection - builder regulation - providing consumers and builders with information and education. 3. Situation Review

13 © The AlphasCurrent Strategy Mandate Should the scope of Tarion’s mandate be increased to include renos and conversions? Risk Should Tarion impose security requirements on all builders? Growth Should Tarion be allowed to move into other building industry segments? Financial Should Tarion reduce operating costs? Technology Should Tarion introduce greater use of technology? Organization Should Tarion change its culture from that of a regulator to that of an insurer? Communications Should Tarion publish detailed information on builder performance? Service Delivery Should Tarion replace its conciliators with insurance adjustors? 3. Situation Review

14 ©© © Scoping the Appetite for Change MandateRiskGrowth Organization Management Financial Management Communications R&D / Technology Warranty Claims Management X X X X X X X X ● ● ● ● ● ● ● ● Consumer Groups:New Homebuyers: New Homebuilders:Board Mgmt: 3. Situation Review

15 © Current Strategy Configuration 3. Situation Review

16 © From Strategy to Org Design President & Registrar Chief Operating Officer VP & Special Advisor to the CEO VP & CIO VP Licensing & Underwriting VP Warranty Services VP & CFO VP & General Counsel VP Human Resources VP Stakeholder Engagement VP Communications Board of Directors 3. Situation Review

17 © Strengths & Weaknesses Business Model Management StrengthsWeaknesses Licensing & Underwriting & Enforcements $2.4 B in condo builder security conditions of licensing mandatory registration stable builder population Bureaucratic processes Have not kept updating processes Warranty Services Warranty policy document Builder performance timelines document complaints process slow and bureaucratic Financial Management strong capitalization $2.4B in builder security not enough disclosure General Counsel I.T. Call centre could be much more use of technology Human Resources productivity compensation Stakeholder Engagement Government clearly not pleased Stakeholder Communications Stakeholders not pleased 3. Situation Review

18 © Strengths & Weaknesses Business Model Management External Factors Impacting Performance Licensing & Underwriting & Enforcements Industry best practices, complaint, online practices best practices - insurance industry practices – online Warranty Services New home builder performance - warranty industry practices best practices - e-commerce - builder expectations consumer expectations – Ministry Media Transparency Risk Present building code - The Act & regulations -case law / judicial decision - construction technology Finance insurance industry practices -Stock/Bond market performance financial regulatory requirements - builder expectations B.C. Home Warranty - Warranty Industry Practices -Practices of other DAA’s I.T. technology Human Resources Builder expectations on productivity 3. Situation Review

19 © Warranty Industry Analysis Segment What is my chosen market called? New Home Warranty Segment Size / Growth How big is it and is it growing? Averages 50,000 new homes but drops dramatically in times of recession Growth is a function of condo popularity in the major cities, provincial economy and population growth Segment Dynamics What dynamics are most shaping the segment? Customers/competitors/ Suppliers/Barriers to Entry/Alternatives Consumers don’t want to pay cost until they need protection Mortgage lenders require warranty on mortgages Competitive pressure: lower costs, more choice Critical Success Factors What must a competitor do to succeed? not-for-profit status of Tarion (to recognize economic fragility) industry self-management model (to recognize need to balance true cost/liability associated with added consumer protection elements bundled regulatory authority / insurance responsibility (to recognize need to enforce a minimum standard) no-fault coverage for consumers (i.e. whether home or builder are registered) autonomy from government to isolate capital reserves and fees from political pressure ongoing management of stakeholder expectations to stay aligned with major stakeholder groups Segment Evolution How is this segment likely to change over time? The model could evolve as the regulator of more segments of the housing industry 3. Situation Review

20 © Warranty Competitor Analysis Warranty Industry Attractiveness Competitors Travelers The Guarantee National Home Warranty & Aviva Canada Pacific Protected Competitor Focus Excess deposit insurance for condo buyers (i.e. over $20,000 Conversion project warranty insurance Warranty Industry Critical Success Factors Competitor Strengths Cost Control / Productivity Online accessibility – Clear processes Marketing - Pricing Product selection Financial strength Developing a strong builder customer base Competitor Weaknesses No commitment to stay in the market No commitment to small builders Warranty is a trigger product Warranty Industry Evolution Likely Future CompetitorsPrivate sector competitors from other provinces/US Likely Areas of Functional Excellence On-line delivery of builder and consumer services 3. Situation Review

21 © Regulator Stakeholder Focus Analysis QuestionAnswer 1. Does our mandate suggest who should be our primary focus for its effective delivery? Builders are the primary focus of the regulator. The mandate requires the regulator to enforce the Act’s provisions which amongst other things, requires, mandatory builder registration, new home registration, and enforcement of Act compliance, being primarily illegal (i.e. unregistered new home building for sale). 2. What attracts is the cause of their unwillingness to comply? Unwillingness of some builders to comply is caused by their belief that they won’t get caught because they are building in small numbers, have co-opted the purchaser, 3. How do we compare to alternatives for addressing risk assumed in our mandate? The KPMG global study suggests the paired role of regulator/warranty insurer is a key success factor, industry best practice, and probably explains Tarion’s success. That said, there are many who would prefer to see the regulator returned to gov’t. 4. Which of our programs / services are truly successful in addressing the reducing risk? Working in cooperation with municipal building permit departments has enabled effective identification of non-complying builders and increased conviction rates 5. Do we understand the factors driving the creation of the risk -Repeat offenders are likely to continue to offend -Failure to review building permits against home registrations -Offender belief that it is hard to get caught 6. How is the risk behavior of our primary focus group likely to change? As enforcement improves with more cooperation with municipalities and the use of analytical software to profile likely offenders, very likely these illegal builders will look for opportunities outside the scope of the Act such as renovations, retrofits, and conversions 7. What services are going to be needed to address new emerging risks? The renovations, retrofits, and conversions market for homes will need regulating 3. Situation Review

22 © Tarion Warranty Customer Analysis QuestionAnswer Does our mandate suggest who should be our primary focus for its effective delivery? Builders are the most important customer. “Get the builder to do it right. That keeps the homebuyer happy. That makes the warranty program look good. That makes politicians happy.” Builders pay for the warranty Consumers don’t care about new home warranty until they have a claim. Consumers cannot be educated on the value of new home warranty What attracts these persons to use our services? When the new homebuyer finds they have a problem, they read the warranty and then contact Tarion 3. How do we compare to alternatives for addressing the need assumed in our mandate? Every study done on warranty finds the Tarion model is superior. However, the home buyers subjected to the “failure to perform” claims stream are generally not pleased with the experience. 4. Which of our programs / services are truly successful in addressing the need ? Regulatory control of entry to and supervision of the industry The bankrupt builder claims stream is well received. New condo owners are generally happy because Bldr security works 5. Do we understand the factors driving the creation of the need ? Lack of understanding of the implications associated with changing building practices and technologies will continue to drive the need Failure of the building code to keep up with changing technologies 6. How are the needs of our primary focus group likely to change? Continued growth of large condominium construction, renovations, and conversions raises new issues 7. What services are users going to need ? -Conversion coverage; maybe large-scale renovation coverage -Possible building code expertise (UK model) 3. Situation Review

23 © External Factors Identified External FactorDescription 1. TechnologyAll manner of technology to enable productivity & e-business 2. Case Law / Judicial DecisionsInterpretation of the Act & Regs by the courts 3. Warranty CompetitorsPrivate sector warranty vendors 4. Best PracticesBest practices in business & gov’t 5. Builder ExpectationsReduce Tarion operating costs; reduce cost of warranty; be more open 6. Ministry ExpectationsKeep new homebuyers happy and Tarion off the radar 7. The Act and RegulationsThe current model of consumer protection as described in the Act & Regs 8. Consumer ExpectationsMore online builder info; faster claims processes; less secretive 9. New Home Builder PerformanceThe trend showing better built homes, less claims 10. TransparencyThe trend to full information disclosure on every aspect of Tarion 11. E-CommerceFull online accessibility 12. The MediaPrint / T.V./ Radio media and its reporting on Tarion 14. Tarion ReviewThe Cunningham Review announced Nov 2016 15. BC New Home Warranty ProgramThe regulatory and warranty scheme now in place in BC 16. Insurance Industry Risk PracticesPricing and use of security in the management of risk 17. Financial Regulatory RequirementsCapital and reporting requirements imposed on Ontario insurers 18. Construction PracticesMaterials, practices & products being used by Ontario builders 4. Nominal Group Technique

24 © Nominal Group Factors Ranking Your Factor Ranking Factor Identification / Name #1 #2 #3 4 5 6 7 8 9 10 4. Nominal Group Technique

25 © Factors Scoring The FactorsX10X9X8TotalRank 4. Nominal Group Technique

26 © Module 1 – Day 2 Reviewing the Situation 1.Strategic Plan Content & Process 2.SWOT Analysis Redux 3.Situation Review 4.Tools: Nominal Group

27 © Module 2– Day 2 The First Step towards Change

28 © Module 2 – Day 2 Identifying Issues 1.Process Overview 1.Strategic Issues 2.Issues Identification

29 © Strategic Issue Definition A question about strategy The two strategy questions: 1. Do we improve existing strategy ? or 2. Do we replace existing strategy with a new strategy ? 2. Strategic Issues

30 © Change in Alternatives/ Competition Mandate Bus Definition Risk Growth Finance Tech Org Marketing / Communi- cations Production/ Service Delivery Changes in Need / Risk Changing Trends Industry Change Changes in Demand Changes in Best Practices Changed Stakeholder Expectations Changed Stakeholder Expectations The CEO Aligns the 8 Strategies with Major Stakeholder Expectations and Competitive Reality 2. Strategic Issues

31 © All Managers Align Activities Assigned to Them to Strategic Plan Expectations first and with competitive reality second Call Centre Training Recruiting Monitoring Admin Compliance Budget Marketing / Services Customer Relations Changed Expectations Changed Expectations 2. Strategic Issues

32 © Alpha Sets Culture Stantec IBM Nike Bank of Canada Growth Business Definition Marketing Risk Organization8 Strategy Focus FedExService Delivery Bank of MontrealFinancial Management GoogleR&D / Technology Frank Gehry ArchitectsOrganization Growth by Acquisition Morphing to the high margin Clothing for winners Managing Investor Expectations Actual Strategy 24 Hour Delivery Deposit-Taking To manage all your information needs Starchitect Major Global Design Firm Information Technology The Swoosh Canada’s Financial Risk Manager Identity Service Excellence The Bank of No Surprises The Biggest Cloud One-of-a-kind design 2. Strategic Issues

33 © Strategy Focus (Public / NFP) CICA Toronto Police Services Marketing / Communications Risk EntityThe 8 Strategies City of TorontoService Delivery Ontario Financing AuthorityFinancial Management National Research CouncilR&D / Technology Stratford Theatre CompanyOrganization Management Mandate 2. Strategic Issues Mandate can never be dominant strategy for A NFP / Public Sector Entity

34 © 3 Tips for Drafting Issues Tip #1“????” / Frame issues as questions AVOID STATEMENTS -There is no need for a warranty conciliation process -We need to eliminate the warranty conciliation process ASK QUESTIONS - Should we eliminate the warranty conciliation process? Tip #2“Should” / Frame the issue in a way that invites debate -Are we going to… -How do we… -Can we… -Could we… -Should we eliminate the warranty conciliation process? Tip #3“Yes” or “No” / Answer the question  Yes  No  Don’t Know 3. Issues Identification

35 © Issues: Connecting Factors to Strategy 1Description of the External Factor under Discussion: 2External Factor Background: a) Without any response from us, what is the likely impact of this External Factor? b) Does current research and analysis offer insight on how best to respond? c) Have we taken action consistent with research to address this External Factor? d) How effective has our action been? 3Draft a question that best connects this factor to one of the 8 Strategies Draft Issue: Should ? 4Draft Issue Answer  Yes  No  Don’t Know 5Further Research Required if answer to #4 is “Don’t Know”: 3. Issues Identification

36 © 7 Ways to Avoid Action 1. For every proposal, point out every possible problem. 2. Ask detailed questions which cannot possibly be answered. 3. Profess not to have any answers while earnestly cautioning against proceeding. 4. Emphasize that the issue cannot be separated from all the other issues and therefore, cannot be resolved until all the other issues are resolved. 5. Appoint a consultant. 6. Create a committee. 7. Congratulate the issue. Discussion on it wasted 3 hours, but we are better for it. 3. Issues Identification

37 © Module 2 – Day 2 Identifying Issues 1.Process Overview 1.Strategic Issues 2.Issues Identification

38 © Module 3 – Day 2 Building Strategic Issues

39 © Module 3 – Day 2 Building Strategic Issues 1.Scenario Thinking 2.Strategic Issues 3.SMART Objectives & Assumptions 4.Strategy Focus & Impact

40 © SWOT: The Basis of All Strategic Thinking Weakness Strength ThreatOpportunity Heinz Weihrich, The TOWS Matrix, A Tool for Situational Analysis. Source: http://www.usfca.edu/fac_staff/weihrichh/docs/tows.pdf 1. Scenario Thinking Strategy: Retreat Strategy: DefendStrategy: Attack Strategy: Retrain

41 © Strategy Development: 2 Basic Strategic Thinking Frameworks Expectation 1 not Met Strategy ChangedExpectation 1 Met External Factor Addressed Expectation 2 not Met Expectation 2 Met External Factor Not Addressed Strategy Not Changed Assessing ExpectationsAssessing Strategy 2. Scenario Thinking

42 © Strategy Scenario Development Current Strategy not Changed Current Strategy Changed External Factor not Addressed External Factor Addressed 1. In the lower left, describe how we look today because of the strategy we are using 2. In the upper right, identify an organization that is the best example of what we could look like if we successfully implemented the strategy and it became our Dominant Strategy. Who would we want to look like if this became our dominant strategy? Who do we look like to an outsider because of our strategy? 2. Scenario Thinking

43 © Strategy Scenario Development No Change in EB Marketing Strategy Change EB Marketing Strategy Customer Factor not Addressed Customer Factor Addressed - A highly focused retailer MEXX, Target, Sony Stores, American Apparel, Jacob, American Eagle 2. Scenario Thinking

44 © Strategic Issue Development First Statement of the Issue: Should we change our Strategy? Redrafted Strategic Issue: Should we change our present strategy which has characterized us as to a strategy which will change our image to and, by, deliver ? 2. Strategic Issues

45 © SMART Strategy (Objective) Statement Precise & specific in content?  Performance can be measured?  Provides the starting point for action?  Realistic balance of expectation & ability?  Has a specific deadline?  English Bay Business Definition Strategy / Objective To return to being a niche retailer over the next 2 years so that 80% of profitability comes from stores serving markets of our target customer 3. SMART Objectives

46 © Strategic Assumption Identification 1. What is the Major External Factor driving Strategy Change? 2. What about that Factor could change and threaten our strategy 3. Do we have a contingency plan if this starts happening? 4. Is this assumption about the Factor beyond our control? 5. Should the assumption about this Factor be monitored. Assumptions Considered conjecture on specific factors 3. Assumptions

47 © Strategic Focus Strategy Framework Element Present StrategyProposed Strategy MandateAdministration of the Act Risk Compliance enforcement / security & reserves GrowthRise and fall with industry cycles Financial Management Insurance risk best practices R&D/TechnologyEnable management Organizational Design Centralized as a regulator CommunicationsEducate stakeholders Service DeliveryDeflect risk to builders 4. Strategy Impact & Focus

48 © Impact of Strategic Focus (Change Implementation) Strategy Framework Element How will change be implemented? Present Strategy MandateAdministration of the Act Risk Enforce compliance and embrace insurance practices Growth Rise and fall with industry cycles Financial ManagementInsurance risk best practices R&D/TechnologyEnable management Organizational DesignCentralized as a regulator CommunicationsEducate stakeholders Service DeliveryDeflect risk to builders 4. Strategy Impact & Focus

49 © Module 3 – Day 2 Building Strategic Issues 1.Scenario Thinking 2.Strategic Issues 3.SMART Objectives & Assumptions 4.Strategy Focus & Impact

50 © Module 4 – Day 2 Communicating the Strategic Plan

51 © Module 4 – Day 2 Communicating the Strategic Plan 1.Communicating Change 2.Selected Examples 2.Evolution of a Firm

52 © Assessing the Tarion Plan 1. Communicating

53 ©

54 © 54 The Alpha StrategiesStrategy MandateAs stated under the York University Act. 1965 RiskEnterprise risk management Growth“If we build it, they will come” FinancialDebt / government funding / donations / tuition fees R&D / TechnologyEnabler Organization MgmtBicameral system (Separate Academic and Administrative Governance) Marketing / SalesFocused on attracting students and donors Service DeliveryGraduate and undergraduate degree programs across 11 faculties. 2. Examples

55 © 55 2. Examples

56 © 56 8 StrategyStrategy Business Positioning Hydro Ottawa Limited is an Ontario regulated electricity local distribution company (LDC) that owns and operates distribution infrastructure in the City of Ottawa and the Village of Casselman and is the largest LDC in eastern Ontario and the third largest municipally-owned LDC in the Province of Ontario. Risk Hydro Ottawa manages risk by staying in compliance with the regulatory framework impacting the industry to employ fixed price contracts to reduce exposure to spot market prices, the continuance of Hydro Ottawa’s exceptional health and safety record, Growth Hydro Ottawa growth is strategy s expanding our distribution business beyond our current service territory; Financial Hydro Ottawa is a MEU under the Electricity Act. Revenues are regulated. Finances are managed to retain its credit-rating; compliance with OEB requirements, and, if appropriate, dividends to the parent Technology / R&D Hydro Ottawa has 2700 kilometres of underground cable, 2,700 kilometres of overhead lines, 40,500 transformers and 48,700 hydro poles.,Ottawa Hydro will introduce more intelligence and automation into our distribution system, in 2014, Hydro Ottawa will complete the development of a more detailed Smart Grid plan, as required by the Green Energy and Green Economy Act. Organization Hydro has a workforce of about 600 employees of which a large percentage are eligible for retirement in the next 5 years creating the need for a workforce replacement strategy and the development of a skilled, engaged and prepared workforce for the future Marketing Hydro Ottawa serves the residential; small business and bulk-metered; and large user customer segments The fundamentals of customer value in the electricity business are quality and cost – delivering a reliable service, while operating efficiently and effectively to keep rates competitive. Hydro Ottawa is consistently among the top performers in Ontario in both of these areas. Service Delivery Hydro Ottawa Limited has two core responsibilities. First, Hydro Ottawa is responsible for the safe and reliable delivery of electricity to more than 300,000 customers in the City of Ottawa and the village of Casselman. Second, Hydro Ottawa Limited bills for its services and for the services provided by other organizations in Ontario's electricity system. 2. Examples

57 ©

58 © 58 The 8 StrategiesStantec Strategy Business Definition Fully integrated North American engineering and architectural services Risk Market, services, and life cycle diversification and no exposure to construction risk Growth To become and remain a top 10 global design firm through acquisitions Financial Management NYSE /TSX listed and growth funded by issuing equity Technology To support Best Trained, Best Informed, Best Equipped employees Organization Use of a Balanced Leadership Model for top and bottom line focus Marketing A top 3 service provider in chosen markets and seen as a Single Brand Identity Service Delivery Local Strength – Global Expertise; One Team. Infinite Solutions 2. Examples

59 ©

60 © The AlphasStrategy Business Definition To be the global leader in “enterprise” wireless data communications Risk To protect our intellectual property and to protect network security and integrity Growth To resize to fit our chosen markets Financial Management To access capital markets through TSX / NASDAQ listings R&D / Technology To focus development of our proprietary platforms & services Organization Mgmt To use the strength of market position and value proposition to enable HR “pull” potential employees and to leverage proximity and relationship with University of Waterloo Marketing -QNX software -BB Messenger chat app -Fleet mgmt for gov’t & corp users Service Delivery To deliver data security and network reliability 2. Examples

61 ©

62 © Bus Def No change Risk To support new expectation implementation Growth To refranchise 3600 corporate stores raising total franchise store from 80% to 90% Financial to cut costs by $300M to repurchase $9B in shares to sell real estate to undertake significant refinancing Technology R&D To support new expectation implementation Organization To reorganize into four divisions: America; “international lead markets”, “high-growth markets”; and “foundational markets” To address the “Fight for $15” minimum wage campaign in North America Marketing / Sales To roll-out the “Create Your Taste: customizable burger initiative To support all initiatives with appropriate marketing To start selling antibiotic free chicken (“artisan chicken”) and premium sirloin burgers To trim menu choices Operations To increase operational excellence 2016 - 2018

63 © The Growing-Up Years 1953 - 1975 3. Evolution of a Firm

64 © The Maturing Years 1976 - 1993 3. Evolution of a Firm

65 © The Acquisition Years 1994 - 2011 3. Evolution of a Firm

66 © The Future: A Top Ten Global Design Firm 2012 - 2025 3. Evolution of a Firm

67 © Module 4 – Day 2 Communicating the Strategic Plan 1.Communicating Change 2.Selected Examples 2.Evolution of a Firm

68 © Course Deliverables Day 1 Day 2 Day 3 Produce a Situation Analysis Produce a Strategic Plan Produce a Business Plan

69 © Day Three Preparation Review the Goldstone Case Review the Day 3 Materials Review the Business Plan (Schedule “C”)


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