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© The Strategic Plan A review of the eight strategies common to all organizations against factors in the changing external environment.

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Presentation on theme: "© The Strategic Plan A review of the eight strategies common to all organizations against factors in the changing external environment."— Presentation transcript:

1 © The Strategic Plan A review of the eight strategies common to all organizations against factors in the changing external environment

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 & Cross-Impact Analysis

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 © Strategic Planning Process Step 8Step 7Step 6Step 5 Prepare Statement of Strategy & Impact Identify Strategic Issues Convert Factors to Strategy Issues Review the Situation Analysis Develop Scenarios to Assess Strategy Issues Select the Strategic Issue Draft Competing Strategic Issues Frame Strategies as SMART Objective Communicating the Strategic Plan Identify Strategic Assumption Understand the Appetite for Change Understand External Assessment Findings Understand Internal Assessment Findings Select an Identified Factor Answer the Strategy Change Question Connect the Factor to One of the 8 Strategies 1. Content & Process

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

9 © 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 could easily 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

10 © Stakeholder Identification The major Tarion stakeholders and their role in the strategic planning process 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: CIELAP - 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

11 © 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

12 © 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

13 © Current Strategy Configuration 3. Situation Review

14 © From Strategy to Org Design President & Registrar Chief Operating Officer VP Financial Process Improvement VP & CIO VP Licensing & Underwriting VP Warranty Services VP & CFO VP & General Counsel VP Human Resources

15 © 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 Builders slow to adopt change Warranty Services No fault coverage home covered whether or not requested complaints process slow and bureaucratic Risk well mitigated through financial reserves focused on legal risks Finance adapting insurance industry practices not enough disclosure I.T. ready for e-commerce could be much more use of technology Org Management Human Resources diverse board low personnel production no disclosure of performance measures no disclosure of salaries over $100K High payroll 3. Situation Review

16 © 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 Org Management Human Resources Builder expectations on productivity 3. Situation Review

17 © 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

18 © 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

19 © Warranty Customer Analysis QuestionAnswer The most important customer Builders are the most important customer. Consumers do care about new home warranty until they have a claim. Consumers cannot be educated on the value of new home warranty Criteria driving purchase decisionMandatory purchase but also a condition of most mortgage lenders Comparison to competitors? If push came to shove, most builders still think private sector insurers could do a better job. Most valuable products & servicesMore information on builders so an informed decision can be made Purchase decision steps and influencers Purchase is mandatory Likely change in customer behaviour To fix things immediately rather than let a “conciliation” process emerge Future product & services needsWarranty claims process no different than making a car accident claim 3. Situation Review

20 © 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 ExpectationsMore productive builder registration process; go after bad builders 6. Ministry ExpectationsKeep new homebuyers happy and Tarion off the radar 7. The Act and RegistrationsThe current model of consumer protection as described in the Act & Regs 8. Consumer ExpectationsMore online builder info; faster claims processes; more info 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. Tourdes DAA Review ReportA situation analysis of Tarion and other DAA’s 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. Tools

21 © Nominal Group Factors Ranking Your Factor Ranking Factor Identification / Name #1 #2 # Tools

22 © Factors Scoring The FactorsX10X9X8TotalRank 4. Tools

23 © Cross Impact Analysis ASP 1 TechnologyX Case Law0X Best Practices00X Bldr Expects313X Act & Regs0333X Cons Expects31330X Bldr Perform030033X Transparency X Economics X Media X Barrett Comm X BRRAG X BCNHWP X Ins Pracs X Reg Reqmts X Constr Tech X PS Q See T.J. Gordon and H. Hayward Initial Experiments with the cross- impact matrix method of forecasting Futures 1, (1968) 0 = none 1 = weak2 = medium 3 = strong sum of row = ∑ni sum of column = ∑nj product = ∑ni ● ∑nj quotient = ∑ni / ∑nj 4. Tools

24 © 1.Technology Q = 2.0 P = 128 > 2.Case Law Q = 0.4 P = 60 > 3.Best Practices Q = 0.4 P = 144 > 4.Builder Expectations Q = 1.6 P = 273 > 5.Act & Regulations Q = 1.4 P = 176 > 6.Consumer Expectations Q = 1.0 P = 420 > 7.New Home Builder Perf Q = 0.6 P = 135 > 8. Transparency Q = 1.0 P = 121 > 9. E-Commerce Q = 0.5 P = 32 < 10. Media Q = 2.0 P = 8 > 11.Barrett Commission Q = 0 P = 0 < 12.BRRAG Report Q = 0 P = 0 < 13.BC New Home Warranty Q = 6.0 P = 6 < 14.Insurance Industry Prac Q = 4.0 P = 24 < 15. Financial Regulatory Req Q = 2.0 P = 2 < 16.Construction Technology Q = 1.0 P = 5 < Active = Q > 1.0Critical = P > (n-1) 2 Reactive = Q < 1.0Inert = P < (n-1) 2 X-Impact Analysis Calculations 4. Tools

25 © 1 Technology 2 Case Law 3 Best Practices 4 Builder Expectations 5 Act & Regulations 6 Consumer Expectations 7 New Home Builder Performance 8 Transparency 9 E-Commerce 10 Media 14 Insurance Industry Practices 15 Financial Regulatory Requirements 16 Construction Technology Inert weak influencer / weakly influenced Critical strong influencer / strongly influenced Active strong influencer / weakly influenced Reactive weak influencer strongly influenced Tools

26 © Factors Risk Assessment - Technology - Best-Practices - E-Commerce - Case Law - Consumer Expectations - Builder Expectations - Transparency - Construction Technology - Finance Regulatory Rqmts - Insurance Industry Practices - The Media - The Act & Regs - New Home Bldr Performance lowmedium consequence high Impact medium high low Probability 4. Tools

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

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

29 © Module 2 – Day 2 The First Step Towards Change 1.Process Overview 1.Strategic Issues 2.Issues Identification

30 © Step 6 Objectives Prepare Statement of Strategy & Impact Conduct Scenario Analysis Convert Factors to Strategy Issues Review the Situation Analysis Understand the Appetite for Change Understand External Assessment Findings Understand Internal Assessment Findings Select an Identified Factor Answer the Strategy Change Question Connect the Factor to One of the 8 Strategies 6. Issue Development: Are we able to connect external factors to the strategy framework? Step 6 1. Process

31 © 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

32 © 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

33 © 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

34 © 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

35 © 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

36 © 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

37 © 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

38 © 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

39 © Module 2 – Day 2 The First Step Towards Change 1.Process Overview 1.Strategic Issues 2.Issues Identification

40 © Module 3 – Day 2 Building Strategic Issues

41 © Module 3 – Day 2 Building Strategic Issues 1.Process Overview 1.Scenario Thinking 3.Drafting the Strategic Issue 4.SMART Strategy Statements & Assumptions 5.Strategy Focus & Impact

42 © Step 7 Objective Prepare Statement of Strategy & Impact Identify Strategic Issues Convert Factors to Strategy Issues Review the Situation Analysis Select an Identified Factor Answer the Strategy Change Question Connect the Factor to One of the 8 Strategies Develop Scenarios to Assess Strategy Issues Answer the Strategy Change Question Draft Competing Strategic Issues 7. Strategic Issue Identification: Are we able to develop scenarios to identify possible strategic issues? Understand the Appetite for Change Understand External Assessment Findings Understand Internal Assessment Findings Step 7 1. Process Overview

43 © SWOT: The Basis of All Strategic Thinking Weakness Strength ThreatOpportunity Heinz Weihrich, The TOWS Matrix, A Tool for Situational Analysis. Source: 2. Scenario Thinking

44 © 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

45 © 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

46 © 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

47 © 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 ? 3. Drafting Strategic Issues

48 © Step 8 Objectives Prepare Statement of Strategy & Impact Identify Strategic Issues Convert Factors to Strategy Issues Review the Situation Analysis Develop Scenarios to Assess Strategy Issues Select the Strategic Issue Draft Competing Strategic Issues Frame Strategies as SMART Objectives Communicating the Strategic Plan Identify Strategic Assumption 8. Strategic Plan Communication: Have we described the likely “what” and “when” impact of change? Understand the Appetite for Change Understand External Assessment Findings Understand Internal Assessment Findings Select an Identified Factor Answer the Strategy Change Question Connect the Factor to One of the 8 Strategies Step 8 4. SMART Objectives

49 © 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 4. SMART Objectives

50 © 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 4. SMART Objectives

51 © 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 5. Strategy Impact & Focus

52 © 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 5. Strategy Impact & Focus

53 © Module 3 – Day 2 Building Strategic Issues 1.Process Overview 1.Scenario Thinking 3.Drafting the Strategic Issue 4.SMART Strategy Statements & Assumptions 5.Strategy Focus & Impact

54 © Module 4 – Day 2 Communicating the Strategic Plan

55 © Module 4 – Day 2 Communicating the Strategic Plan 1.Communicating Change – Canada Post 2.Assessing the Tarion Plan 3.Selected Examples 4.Evolution of a Firm

56 © 1. Canada Post

57 © Assessing the Tarion Plan 2. Tarion Plan

58 © 58 The Alpha StrategiesStrategy MandateAs stated under the York University Act 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. 3. Examples

59 © Examples

60 © 60 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. 3. Examples

61 ©

62 © 62 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 3. Examples

63 ©

64 © 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 3. Examples

65 ©

66 © The Growing Up Years Evolution of a Firm

67 © The Maturing Years Evolution of a Firm

68 © The Acquisition Years Evolution of a Firm

69 © The Future: A Top Ten Global Design Firm Evolution of a Firm

70 © Module 4 – Day 2 Communicating the Strategic Plan 1.Communicating Change – Canada Post 2.Assessing the Tarion Plan 3.Selected Examples 4.Evolution of a Firm – The Stantec Story

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

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


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