Tag Archives: planning

CAPS the way forward, when dealing with strategic complexity, through critical thinking…

22 Oct

Have you ever wondered why some people are better than others at solving certain (complex) problems and making good decisions? Thereby leading the pack?

The answer seems obvious: they know more than us, or they have the experience required, they have the better education, the gift of the gab, and my favourite – they are the appointed authority etc.

We seem to find a reason for every situation in life with smart people to stand back, we become inventive with excuses as to why they outperform us, and why we have to be submissive or why we have to adhere to them. It’s called conformity. Society has taught us to conform to the rules; of culture, religion, social beliefs, and structure. All good and well, don’t get me wrong, but they never taught us that our thoughts, our thinking and reason do not belong to the same rules.

Our minds are free agents, or should be. So how smart are you anyway? Some people are smarter than others for sure! But being smart isn’t enough, when we want to find truth, and seek clarity, rationality. The truth is this; we are all “smart” at one thing, but not all things.

People have been conditioned to think with one paradigm only, all their lives, they just stay true to one way of thinking, and they never stop to think about their own thoughts, or way of thinking, when they do this thing called thinking so well.

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Enhancing our “Predatory Traits” with CAPS!!!

21 Oct

Predators are focused on a – Revolutionary Radical Strategy – that is always well conceived, well planned, time-phased and engineered to be flexible, with true resilience and vigilance thus epitomising the symbol of the predator character. Where we act cool and calm, calculated in our aims, we are preserving our strength and not showing our weakness until the decisive moment. Designed and equipped for precision styled work. The predator waits his turn; he ambushes his pray and avoids conflict by doing so. Poised for that decisive moment, at which a calculated blow should be rendered, with precision; towards the “strategic target” of the body. Here he uses all his strength, power and tactics – to make the conclusion – final and the conflict brief. His strategy reduces any possibility of on-going confrontation, thus avoiding tension, as well as avoiding the possibility of injury to him-self or allows the objective to escape and evade.

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Index of posts on this blog – Strategic Management

2 Jul

Looking at the nuts and bolts of a typical CONTINGENCY READYNESS SOP

29 Jun

I am going to keep this short, and to the point;

The steps are simple; however we first need to understand, why, how and when we need to do things.

Starting with step one, that needs little explanation;

Step one; Name your SOP

And then abbreviate it – Every SOP has a short name.

We will name this one “CR1” and just show how to go through the basics of drawing up an SOP – Standard Operating Procedure.

This one is referred to as CR1 – the  “CR” is the abbreviation for Contingency Readiness, and the 1 (one) refers to the first document ever (CR 1.1 for instance, then will be an amended one, Cr2 will be a revised one etc).

Sop’s need to be numbered, as changes are made, and revisions to protocol, it needs to stay alive and current. This is the best way to track them.Image

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Plan beyond your current capacity and you will gain the capability to grow

24 Jun

Although you might think I am playing with words here, that is not the case. It is a principle that exists, that we should all become aware of. It is far reaching and it works, something that could change your life, if only you change your way of thinking, and practice it more. It is boundless, and could change the world, as you know it, by just changing your perception.

We are talking about building capacity; where capacity in this instance would refer to talents, a mental aptitude, and or brain activity, a proven way of solving problems, which gives you greater ability to overcome your challenges. Capacity goes hand in hand with capability. Then capability would refer to resources, means, and finances, finding the means towards rising above your current situation.

In life as in business the issues we would normally mention, as contributors for a lack of growth, and a barrier to success. Stays more or less the same, and we refer to them as resources or capital for instance, whatever it be, this principle stays universal. Continue reading

Business Modelling

12 Jan

Strategic Planning; the Business of applying and finding Best Practices and Business Models.

First off, we are not talking about a business plan here, that’s something totally different. We are talking about a business model.

Strategic planning has to become a systematic and procedural affair to become an effective management tool.

We have to model the very process of strategic management for our organisations, and our selves first.  So that it becomes one “game plan” for all to use and identify with, with one set of rules, played and followed by all.

This brings about perfection, and unity of effort. Anything else is just scattered mumbo-jumbo. Where we have diverged strategic models of design in one habitat, we end up with diverging effort, and over utilisation of resources, conflicting efforts – very little else delivers like unity of effort.

What are these best practices, or business models we speak of?

A business model or business practice or best practice is this;

  1. best practice is a method or technique that has consistently shown results
  2. best practice is a technique or methodology that, through experience and research, has been proven to reliably lead to a desired result
  3. best practice is the recognized methods of correctly running businesses or providing services
  4. A Business model is The plan implemented by a company to generate revenue and make a profit from operations
  5. A business model isn’t something you build from the ground up
  6. A business model is a document describing the operations of a business including the components of the business, the functions, and design.

Best practices could be seen as the tactics and Models as the strategy of the business…

  • Tactics; are how we do things we planned, with what we have, in the time we have been given
  • Strategy; is with what, where, when, and how we want things done, as well as who get to do it and how much will it cost.
  • This requires structure, and systems, to merge both tactics and strategy with.

Models requires systems design

Creating systems; is a business process – that of systems design. Here we look at best practices to base our design on. A best practice is a method or technique that has consistently shown results superior to those achieved via other means, and becomes a benchmark or standard to which a task must comply with.

In addition, a “best” practice can also evolve to become better – with the use of technology -as improvements are discovered. The process of developing and following a standard way of doing things that multiple people can use – saves time and money in training – and error finding. It creates steps, a recipe to follow, with measures of time and ingredients, that translates into a process that becomes part of a system, working to deliver a result.

Systems follow logical steps, translating into logical action that then becomes action plans or items.  Action plans are subordinate to strategic plans, they give action to the planning, with the use of systems, resources, logistics, financial value (cost), time frames, to deliver a pre-set outcome – that delivers a required specific result or output over time…

PROCCESSES ARE PROCDURAL; their aim is to create order, and structured work flow and packages. Only where work is broken up and distributed as packaged to create a chain of events that delivers a result, can we talk about systems design then.  

Strategic planning has to become a best practice, and have a business model, in our management sphere today, for us to have any cardinal use for it.

This can be done when we have a system for design that everyone follows when designing a strategic plan. This is for establish organisations only. New and emerging will follow a totally different paradigm.

The steps are;

  1. Asses your history; so that you may not repeat the same mistakes made in the past…
  2. Determine your customer; are they still our customer and why, if not, who is and why, focus, on fulfilling wants, needs, and requirements. Review your market share and start prospecting with new markets. Get a grasp on new entrants, technology and product.
  3. Asses your current situation; with an environmental scan and project where you will be, and then want to be. Then predict your cost effectiveness and survivability.
  4. Perform a GAP analysis; devise four scenarios; worst case, better, ideal, and ultimate.  
  5. Question your business assumptions; what are we doing right, good, wrong and not at all? What should we be doing more off and then also less of? To eliminate waste.
  6. Evaluate your current structure; is it still in line with the current strategy? (or even the original structure). Perform a CAPS analysis; Concept Attributes, Perception, Systems – Analysis to find the deficits and strengths. Attributes that will typically emerge are;
    1.     Alienation of core function and focus; change in directions have alienated the core function, we need to redesign or
    2.     Structure is not efficient and effective anymore
    3.     Technology has changed and
    4.     Under resourced
    5.     Red tape, administrative chock points
    6.     Lack of focus and drive
    7.     Lack of experience and expertise
    8.     Lack of capacity and or ability
    9.     Lack of training, or sub standard training
    10.     Lack of direction and effective managing
    11.     Total collapse of support functions
    12.     Lack of command and control
    13.     Maintenance and repair has lapsed or fallen behind
    14.     Too much diversification
    15.     Calibration; of the vision and mission statement, is this still what we want, need, and do?
    16.     Calibration of the culture, the values and principles we hold onto as organisation
    17.     Perform a needs assessment, what do we need to become…

10. Determine the main future thrust and focus, the core business, from today on and forward..

  1.     Projects that need to get special attention to realign the organisation;

                                          i.    Identify; KPA – Key Performance Areas, and KPC Key performance Criteria

                                        ii.    Quantify: Who, What, Where, When, How, and How much

                                       iii.    Qualify: That this is the best course of action, research, test assumptions, mediate, consult, train, teach, staff, equip and implement…in phases…evaluate and fine tune.

                                       iv.    Budget; work out the budget

  1.     Operations cost
  2.     Insurance
  3.     Training needs and requirements
  4.     Infrastructure and logistics
  5.     Transport and telecoms etc…

11. Define responsibility and accountability, enter into contracts, and draw up new job descriptions, structures, positions, and posts. Interview and assign/ place.

12. Educate and communicate, network and teach, mentoring and counselling, enforce discipline.

13. Manage and measure, day to day action plans –track  progress, rollout, and KPA’s

14. Revise, and repair

15. Develop a medium, long and extra long range consecutive plan

16. Monitor the progress

17. Have strategic reviews at least quarterly

18. Have tactical reviews weekly

Get my book here

Emergency and Disaster Management Essential Elements of Information?

26 May

What are; Essential Elements of Information?

When we are planning, especially designing the operational plan, then we require something called “actual” or more referred to as “essential” information. This is information that is detailed, verified and very specific in nature.

Mostly it starts with the compilation of all the role-players and their representatives contact detail, from the attendance register, of the first role-players meeting. Where we try and get all the key role-players, and that of specialised service providers and their people, or agencies, and local government and governmental departments contact details from.  This is the start of what will become essential information “on hand”, then we also get essential information “off-hand” this is where it gets tricky.

This is where we filter what we want, and need against what we have and still need to be effective. By looking at the events specifics; the geography, the layout, the entry and exit points, the distribution, and then we will get a better idea of the terrain layout.

This becomes critical at the point of actual deployment, then you don’t want to find out you can’t get into a gate because it’s parked in, although it was marked for emergency vehicles only, or there are cars and trucks parked by catering staff, because no one was using the entrance. Human nature needs to be incorporated, we need to monitor, enforce, and check, and even double check our perceived routes of entry. Especial if they are dedicated for emergencies only. This is where information becomes critical, we cannot plan for every eventually, this we know. However we can plan for most, if we ask the right questions.

Then we move over to the reaction to certain emergencies and their responses. Continue reading

A Standard Operating Procedure for Strategic, Security, Emergency, Disaster & Event Management Planning.

22 Apr

STANDARD OPERATING PROCEDURE FOR STRATEGIC

Emergency & Disaster, Event Management Planning.

CONFIDENTIAL

No portion of this document may be used, sold or otherwise reproduced or disseminated for any other purpose as what it was initially intended for, no person has any rights to this document, and it is not considered a public document, no one else will be considered a rightful user. All rights to this document in terms of the Protection of Information Act, 1982 83

________________________________________________

 

This article is aimed at those who want to arrange a huge event, and need some more than just the basic info on how to and what to do… This article will serve as a practical guide, for those who will concern themselves more with the security, emergency and disaster management aspects of any event.

I have found that by only following a textbook formula one can’t ensure continued safety, and readiness, at any type of event and for a simple reason: in any dynamic situation, performance is fundamentally relative, and becomes absolute at the point where we have no competition. Then, we dance to our own tune, and at our own pace. What am I getting at? With events you have one of every discipline, and each stick to its own. No two entities compete directly, and therefore they don’t have to perform at their peak. In fact, lasting performance of exceptional quality is largely a mental picture, a perception; a statistical anomaly. The simple fact is that no formula can guarantee continued sustainable performance, at least not in a competitive business environment where everything has a life cycle.

So, when you hire a security company, by referral, and they come highly recommended, don’t rest on your laurels either, and just assume they will perform same or better that what was expected. Things change fast; key people resign, owners sell companies, or they just get cheaper labour, or less qualified, especially when their popularity grow, and they become over stretched by the demand. This applies to all your potential service providers, especially in the events industry, those that you will be dealing with during any event need some credit. Credentials are a must then, and referrals say something more, specifically the latest, they say in this industry you are only as good as your very last performance…and it stays true.

The belief that strategic choices only made in the boardroom will directly affect the quality of a business concept, especially at grassroots level, and then the world if it is properly implemented. Where its success equates directly to the results of great planning, especially project or either strategic, is totally flawed.  Any plan is only as good as the first few minutes it was written in, and then immediately implemented.

As more and more time lapse,  between the conception and implementation time frames, then naturally, the more time you put between planning and execution, the more the variables change, and keep changing. Thus, planning never the less remains an indispensible part of  any great endeavor, and an ongoing effort, either way it remains indispensable. The results of planning will only be reflecting the degree of precision and good decision making, and then only how effective it was executed under conditions of ambiguity that tends to change the shape of things in the heat of battle, at the instance where we go over to action, and execution, it is only then that we really see the true factors that impact on our plan, those things just outside our control, only when we hit the ground running, do we feel what we are running on, the grass, or stones for the first time. Change and influences ( both internal as well as external) will always, certainly, be the factors we cannot gauge with perfect certainty, if one thing changes, then everything normally follows on, and then it tends to change the overall plans perspective.

Strategic event management; is described as organised chaos in motion; choice is inevitably an exercise in decision making under conditions of uncertainty, of which the objective is not to find workable solutions only, and to guaranteed success, but rather to improve the odds of making it all the way without serious incidents, accidents, emergencies, and disasters,  through a thoughtful consideration of factors and influences that could mitigate them, or render then nun and void. Strategic event management and planning,  should never just be focused on gain, and rewards, the big compensation. Where event management companies focus only on reward, and rewarding executives for being lucky, and getting an event done, and pulling it off, without having had a fraction of what the law, requires, and otherwise stipulated, then as we all know somehow luck tends to run out at the most crucial point. The people die… Then only do we see the true value and necessity for security, emergency and disaster management and mitigation strategies.  We need something different added to our strategic focus, especially where people in large numbers are concerned.  Then we need a structure, some STANDARD OPPERATING PROCEDURES, for all to see, and follow during EVENTS.

Many countries have legislation in place, however more still doesn’t, that cover events from cradle to grave. Still, even with legislative compliance in place, you can never be sure that every event will comply 100%, and the first place they cut corners is on safety, security, and disaster mitigation. It is still just a bare minimum standard of security.  The very uniqueness and nature of events makes it very unpredictable, even at the best of times. The problem with this is, we deal with people, and aspects like liquor use, drugs, guns, crime, political issues, could be the catalyst for something better and bigger to follow. The other aspects are unseen; adverse weather, exposed electricity, structural failures, fire, arson, gas explosions, lightning, flood water, sinkholes, etc…

Therefore, we need to opt for self organisation and true professionalism…when planning and designing major events…

Firstly we need to familiarise ourselves with the industry and their acronyms. Continue reading

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

Here is a free preview of this RADICAL REVOLUTIONARY BOOK Look inside: don’t miss this

8 Apr

here is the preview link; http://www.scribd.com/doc/52351132/Strategic-Management

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