Tag Archives: Business

Strategic Management and Planning Concept Development

2 Dec

Everyone learning, teaching and or practicing strategy has a working concept of what strategy should look like in their minds. This is not always clear to others, as strategy is “multiple-discipline”.

With the result that there are as many forms of strategy, as what there are languages spoken.

However, it’s always important to continue to develop, and expand on this core knowledge, for knowledge is power. We have to continue asking the basic frame work questions, to test them, to see if they are all still valid. Back to basics, for if the structure is strong so will be the framework that we build upon.

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12 Nov

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Not everything labelled “Grand Strategy” is just that – Grand or even Strategy…

4 Nov

By definition; Grand Strategy; refers to a complexity of power, residing in strategic elements, both prevalent and indispensable for achieving very large-scale objectives such as winning a War or changing the political course of a nation.

In truth, No business ever reaches such a scale of work flow on the strategic level implied here. The launch of a new product for instance, could not possibly qualify for this analysis as “grand strategy” however important they are to those directly involved with it, it is still nowhere near the scale and scope of a true grand strategy – like WAR for instance.

 

Still, daily the term Grand Strategy is used out of context.

 

Now in business; for an enterprise, the “Grand Strategy”  – to be termed one – should include a cradle to grave approach, with for instance; prior calculations, assumptions, and research (by experts) on the business assumptions made in relation to what will actually be required to achieve various and diverse objectives simultaneously, through the application of concurrent running strategies – with simultaneous employment of divergent strategies and tactics for instance. Even then, it’s still not that clear-cut, or qualifies as a Grand Strategy.

The rules are different; for business there are no such things as peace and war, no transition from politics to War to achieve their aims with. It’s all substituted; there is intensive competition and “civilised rivalry” – a battle fought on supply and demand estimates – every day, but there is no conflict in which someone dies, no, contrary the outcome is severely constrained by laws, treaties, and regulation – quite civilised.

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Index of posts on this blog – Strategic Management

2 Jul

Building better organizations…

13 Mar

Building better organizations with healthier productive people requires insight, and experience.

The sociological perspective is crucial for working in todays multiethnic and multinational business environments. Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve them. The goal of strategic planning; is to increase operational effectiveness overall – holistically -, to eliminate waist, especially when long-term and high-stake activities are involved. When these two elements don’t meet – organisational / industrial psychology and strategy -, we get to see all the good, the bad, and the ugly in human nature….erupt.

Taking some time, and evaluating the usefulness, and application of both, by unpacking them, could bring us to some new insights.

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The makings of a good business requires a business plan

16 Jan

Getting the right business plan is a question of choice, multiple choice…There are over 49,000,000 million hits for just “business plans” just on Google alone.

So let’s rather have a checklist of what’s needed first off to start drawing up a good plan; the basics are;

  1. A business model/ business concept – well researched and designed… many people start with only the business plan, and then fail. A plan is a road map of how to get there. The model is what the specifications are, the design, the ingredients that translates into attributes and then the final product, the concept.
    1. It builds a vision of what is expected;
    2. Models assist with plans; they are used by investment-seeking entrepreneurs to convey their vision to potential investors. They may also be used to attract key employees, as well as prospecting for new business partners, suppliers or simply to understand how to manage new start-ups in their companies better.
  2. The plan must also be rational, project like, in other words; Time phased, sequential, depicting pre, during and after launch. Projections, of deliverables, and progress…
    1. Business plans can be divided roughly into four separate types. There are either very short plans, or mini-plans. Then we also see working plans – projects -, and then also presentation plans and even electronic plans… more here
  3. Ideas require effort, how much effort; time and money will be spent and where is the focus; KPA – your key performance areas phase one, two, three… enter Accounting strategy;
    1. Financial sense and backup; Accounting; KPA1  – phase one; deals with
    • Sales; advertising and marketing.
    • Budgeting; procurement and remuneration
    • Credit control; – debtors and creditors
    • Balance sheets; – capital, assets and accounts
    • Cash management; actual cost and expenses
    • Keeping financial records – administration and book keeping; tax, vat, pay etc
    • Cash flow is most important during start-up, (forecasting cash flows, turnaround time, sales conversion,) but you also need lots of details when it comes to assigning tasks to people, setting dates, and specifying what’s supposed to happen and who’s supposed to make it happen. These details really matter – and become your second trust – operational success – becomes the second KPA – key performance areas, it needs to be streamlined and fast. A business plan is wasted without them.(KPA)
  4. Your Business structure; structure follows strategy; this requires systems, policy and procedure – training and supervision. From your business model, you should have come up with a structure to support this venture with people, resources, and an organogram (often called an organization chart) that acts as framework for how work distribution should take place, and flow…( By far, the most important ingredient for your success will be yourself. Focus on how your prior experiences will be applicable to your new business. Prepare a résumé of yourself and one for each person who will be involved with you in starting the business, and that reflects their field of responsibility, and their capacity and experience to do it. )
  5. No business functions in a vacuum; we need a competitive economic analysis, and threat assessment done.  So we will have to deal with internal as well as external forces – competition and labour issues – both good and bad. What will be your strengths, weaknesses, opportunities and threats in this regard? Especially if you need investment, or partners. (you have to show that you understand the market, you could be at the eve of your launch, with looming labour strikes in your sector, not a good time to start then)

Structuring such a plan, a business plan consists of seven key components: and the aforementioned items should be slotted into these bullets.

  1. Executive summary
  2. Business description
  3. Market strategies
  4. Competitive analysis
  5. Design and development plan
  6. Operations and management plan
  7. Financial factors

GET the book right now; The Radical Revolutionary Strategic Management Matrix for Predators

By Reinier Geel

Six Required Competencies for Strategic Genius have been Identified.

12 Apr

Six required competencies for strategic genius have been identified before you can become a strategic Guru.


  1. Perception management and alignment; is a companion to business philosophy, and planning good strategy. If we depart from the assumption that everything we deal with is based on someone’s perception, then perception is of either things or “facts”. Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions. Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and “fact”, that they get from being orientated towards a belief or science, and aligning this with objectives. Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people’s beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator’s own objectives. In utilising various ways, perception can be manipulated – managed – to combine bits of “truths” about things and “facts”, so that eventually it becomes a new reality and fact.
  2. The open systems perspective refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave – with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time.
  3. The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and focused intent, and to concentrate all our efforts as a whole for as long as it takes to achieve our main objectives.
  4. Thinking in time spirals means being able to bring past, present and future assumptions, and all relevant aspects into the strategic equation, to create better decision-making models and speedup implementation. “Strategy” is not just driven by future focused intent, action, and vision alone. It is also the opportunity that it creates, to close some gaps between today’s problems and tomorrow’s reality, and our intent for the future that is critical. It also serves as a learning experience that creates an awareness of old problems addressed in new ways. By being aware of time, and how to utilise it best as a valuable resource.
  5. Critical thinking, the fifth strategic competency is being skills development driven, by ensuring that both academical and practical skills are taught and transferred, by developing intellectual capital, with both imaginative and critical thinking.
  6. The final strategic thinking competency is emotional intelligence; By specifically identifying personal attributes that enable people to succeed in life, and developing them, and this also including self-awareness, empathy, self-confidence, life skills and self-control which means being entrepreneurial, and focused on network creation, we create human capital and emotional intelligence.

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

Welcome to the Radical Revolutionary Strategic Management Matrix Blog

12 Apr

All information, views and ideas shared and or expressed here, are personal and private, and do not reflect on any institution that I may or may not be affiliated to.

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High Performance Management; Myth or Reality?

1 Apr

With all the pressures of both internal and external influences, on leaders and management today it has become seemingly imposable a task to both lead, direct, manage, train, mentor and measure all in one day.

This lion cub has great potential but does he know, or care enough to develop it? Who’s going to show him the way?

Same with people, people and predators have much in common; we tend to want to fight our way towards our destiny, even at a subconscious level; we were all born to be great. However; we have become accustomed to corporate customs, culture and rituals of living in denial. That of the new corporate culture; where people walk around and share the bad tidings, like you would at a funeral; they talk about;

  • The problems they experience to further their careers…
  • How life has limited their expectations to become…
  • How they hope for a new leader to lead them…
  • How they wish things would change, so that they can change…

When good men do, and say nothing, evil spreads like wild fire…

High Performance managing what is it exactly?

Only with the right attitude and strategy can we ever hope to cope with the rituals that break us and tear us down daily. We are our own worst enemy. Most limitations are all self-imposed.

High performance management deals with performance issues; and how to get the highest levels of performance from all concerned, from the tea girl to the CEO. This brings me to the fundamental importance of the effects and impact of driving people to perform consistently and expecting even better and better results month after month. In order to do this we require the right mind set first.

It’s in the detail; it’s always how we look at performance that will define how we will measure it for ourselves and what outputs will become measurable, and how much it really matters that counts. We need to make sure it really matters before we pursue it. It could very well be that we are confusing issues of detail with performance. That it is better communication we need, or better conversions ratios, attention to detail, these are not performance issues.

A performance issue speaks to us on levels of self-discipline, and organisation and amount of effort.

So split the apples from the pears fist and see what really, truly needs fixing.

Performance issues can be corrected if it is a performance issues with mentoring; someone showing you the ropes. The main goal of directed mentoring is to pass over a manner of work and just the right amount of knowledge, so that the |operator| can operate effective and efficiently; it’s a natural law. Nature teaches its young how to become better and more proficient at what they do, because it is truly a battle of the fittest. By looking at my favourite, predators, they can be seen daily, being groomed and getting mentored, all in order to become giant’s and killers.

When you walk into a room of high-level cooperates, you can tell immediately who the giants are, and who their killers are, and just by the way they get treated with respect. The way people refer to them, the tone and manner they do it in, as well as engage with them. They have a power, and air about them…

Survival for the lion as a species pivots on their ability to mentor their young; care, direct and protect their pride, up until the time they are ready to be tested, how many of us can say we know , with an utmost certainty that we are ready to be tested? The lioness and her cubs represent a process of regenerating of future leaders of men. They don’t come into this life or corporations as giants, and “killers” – killer sales reps etc… No just like cubs they come without battle scars, innocent, and soft, even afraid still, with no experience, still lacking in confidence too.

We talk about business principles as if they really-really matter; ethics, moral, truth, trust, virtue, and principles etc…

What if we mentored people from the word go, and had they followed a “proper career path” what then? Would these attributes of good character not have been passed on?

Would we not then be duplicating what the lioness is teaching us, about natural processes and laws…?

No; we tend to want to message people’s soft hearts artificially, to get them to come to life miraculously, and then to perform, to become someone – this won’t be necessary if we subscribe to the principles of High Performance management.

How do we go about doing it right? Is a leadership conundrum.

Some prescribe to the school of thought that prescribes to- positive thinking, which as a norm only cultivate a little bit of this and then some of that, because I liked it. Yes LEADERSHIP IS UNDER severe PRESSURE, with all these verity’s of performance managing and training “solutions” available and served up all over; that truthfully speaking, in the end just makes for a great day in training, free food, and a chance to go home early. Its small instant victories, that make us feel good, that does very little long term for the organisation and or individual’s true growth.

We need to unpack our capacity training ideas and strategies, to see what they truly offer and how they can be built , serviced and aligned with the companies way of doing business, both ordinary and extra-ordinary( during times of change), just to add value…

Align what you have and where you are now, with what you need and where you want o be, not just a now fix, see it in the greater long term picture, and not focus on want first… needs need to be satisfied first. Prioritising is Key to analysing the gaps we need to bridge. Then only after this fact, can we add wants, all we want.

Core business functions and the management of it; is key to streamlining every undercurrent of mainstream business. It speeds up developments and turnaround time, when everyone can pick up a phone and make a proper call, or receive it, type, print, copy, paste and spell, and write a proper order, or memo.

File all this, and follow on protocol properly.  Then also handle communication mediums effectively and use office equipment proficiently…

Yes it’s that simple, high performance management become a reality at the point where the organisation meets its customer at the coal face, this is the make or break landscape…

It’s all about getting the basics perfect, were we assuming way too much about people coming ready after training; having people trained i still no guarantee that they can perform any required function, without being tested we will never know if they are capable, we need to test every aspect of our basic office skills and management first, and then again, and again, like fire drills, it must be smoothed out – before we can say we are ready to be tested. We fall and fail with these assumptions.

There is no shortcut to proficiency; we need to get our people to a level where we can say they are efficient and effective, therefore ready to be tested.

High performance management becomes a myth only where and when we have no foundation that is solid to work from…when in doubt, go back to basics, it’s always about having done the basics right, and stating off with good foundation, the thing about foundations is this, they can be broken up and re-built. Where there is a will there is a way…

In order for organisations to survive today’s flux they will need to be like a pride of lions; they will need a constant supply of specialist, zooming in on basics, and the building it up from the ground. Two ways exists do this; recruit directly what you “need” first – into senior management, and develop those who wish to be predators, bright, and ambitious…develop talent pools so that the rest can benefit from knowledge gained, and speared the influence; and then let them pollinate the rest…germination takes time, and this is a process…

Warning!!!

You cannot drive a nail into steel; asking people who are junior to train senior people about things they need to do, is so not going to work out. Appropriate subject fields and proportionality is Key to training.

Time is also a constraint and the amount of time set aside must be relevant to the goals that are set-aside.

Hope you found this enlightening

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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