PLANNING AND STRATEGY There is a great science in Alice in Wonderland where Alice asks the Chet shire Cat, “Would you tell me please which way I ought to go from here?”. The cat replied, “That depends on where you want to get to.” “The man who starts going nowhere, generally gets there.” Dale Carnegie. “Long range planning does not deal with future decisions, but the future of present decisions.” Peter Drucker.

IN TODAY’S FAST MOVING WORLD,WHAT WE NEED EVEN MORE THAN FORESIGHT OR HINDSIGHT IS INSIGHT.

How does your cost slope compare with your competitors? What is slope of price change in your industry right now and how does your cost curve compare? What are your cost compared with competitors.? Who is the most effective and efficient in priority areas? Where can you improves most relative to others? Which of products and services are making money(or not) and why? How do you and your competitors compare in terms of returns on assets and relative market share? How are the leaders making money,what is their approach? What is the full potential of your business position? How big is your market? Which parts are growing fastest? Where are you gaining or loosing shares? What capabilities are creating a competitive advantage for you?. Which one needs to be strengthen or acquired? Which are the biggest,fastest-growing and most profitable customer segments? How well do you meet customers need relative to the competitors and substitutes? What proportion of customers are you retaining? How does your net promoter score track against competitor's? How much of the profit pool do you have today.? How is pool likely to change in the future? What are the opportunities and threats? How complex are your product or service offerings and what is that degree of complexity costing you? Where is innovation fulcrum? What are the few critical ways your product stand out in customer minds? How complex is your decision making and organization relative to competitors? What is impact of this complexity. Where does complexity reside in your processes.? What is that costing you ? FIRST PRINCIPLLE SECOND PRINCIPLE THIRD PRINCIPLE FOURTH PRINCIPLE QUESTINS THAT WILL LEAD YOU BREAKTHROUGH PERFORMANCE

HOW TO USE FOUR LEVELS OF UNCERTAINITY A B C WHAT CAN BE KNOWN? ANALYTICS TOOLS A CLEAR ENOUGH FUTURE ALTERNATE FUTURE A RANGE OF FUTURE TRUE AMBIGUITY A SINGLE PRECISE ENOUGH FOR STRATEGY. “ TRADITIONAL” STRATEGY TOOL KIT. A FEW DESCRETE OUTCOMES THAT DECISEDS THE FUTURES DECISION ANALYSIS. OPTION VALUATION MODELS.. A RANGE OF POSSIBLE OUTCOMES BUT NO NATURAL SCENARIO. LATENT DEMAND RESEARCH. TECHNOLOGY FORECASTING. SCENARIO PLANNING. NO BASE TO FORECAST THE FUTURE. ANALOGIES AND PATTERN RECOGNITION.

THE THREE STATEGIC POSTURES SHAPE THE FUTURE ADAPT TO THE FUTURE RESERVED THE RIGHT TO PLAY PLAY A LEADERSHIP ROLE IN ESTABLISHING HOW THE INDUSTRY OPERATES, FOR EXAMLES: -SETTING STANDARS. -CREATING DEMANDS. WIN THROUGH SPEED AGILITY AND FLEXIBILTY IN RECOGNIZING NAD CAPUR5ING OPPORTUNITIES IN EXISTING MARKETS. INVEST SUFFICIENCTLY TO STAY IN THE GAME BUT AVOID PREMATIURE COMMITMENTS.

7s FRAME WORK STRATEGY STRUCTURE SYSTEMs SKILLS STYLE STAFF SUPERORDINATE GOALS VISION

The day job of a CEO.Consumer/Customer focus.Put organization first.Revisit strategy regularly.Look around the next corner.Champion talent and development.Think succession.Manage the board/owner.Benchmark organization vs other.Speed up the organization responses.Get organization to learn/unlearn.Be the story-teller.

5 Traits of a CEO.Passionate curiosity.Battle hardened confidence.Team smart.Simple mindset.Fearlessness.