Tag Archives: strategic

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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20 Apr

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Strategy, Strategic, Book blog

16 Apr

On this site you will find my new book on strategy. as well as posts addressing all things strategic and planned.

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10 Nov

Come and connect, on Google plus

Security as part of Emergency and Disaster Management – Planning an Event

28 Jun

This is just an introduction to some of the in-depth aspects that need work when dealing with events. Many veterans in the event management industry have now realized and will agree, that with events we need plans tailor-made, templates just don’t cut it.

Next, how we focus, will determine where we will focus. Focus is the main issue here, and it should be on good and proper planning. Planning alone is one step in the right direction if done right, the next is the handling (management and co-ordination) of events, our plans should not become the catalyst for disaster itself, and neither should our ultra-ego influence our management styles and practices.

The fact of the matter is. You get plans, and then you get plans; I have seen some “plans” and PLANS in my life time, most was just a pure thumb suck exercise, not even worth looking at, a complete waste of paper and time. Some have only submitted a one pager for an event that will be hosting/ catering for as many as 30 000 people.

Furthermore; this just shows how people are chosen willy-nilly to perform tasks that they have no business performing. We need the right people for this job. Very few business men can themselves plan, let alone plan strategic, and have the skills, knowhow and ability to deliver workable and solid safety and security plans. This role is best suited for Military, Police, Disaster Management and Security personnel. Apart from the obvious event planning, and all the detail, the bells and whistles, the scope and focus should include a platform from which to operate. Then this highlights the importance of security at events, especially in today’s day and age where; terrorism, vandalism, crime, and criminals are fast on the increase. Then it goes without saying, we also require a much greater emphasis on proper safety and security, right from the word go, any planning should be done in tandem with a security oversight, it’s of paramount importance. Continue reading

A Question; Strategic Management vs. Strategic Planning, what’s the difference?

14 May

Its not always a clear cut between pebbles, some are white some are brown, but who gets to wear the crown?

In both strategic, and academic circles, we all strive for the maintaining of the highest standards of intellectual thought; especially when referring to the philosophy of strategy. In plain English – it’s all about perception as we deal with philosophy, and any philosophy changes constantly; or should…thereby influencing strategy directly as a result.

Thus “philosophy”; both in the business and strategic sense dictates when it becomes BUSINESS PHILOSOPHY, and then as a result also becomes a STRATEGY OR STRATEGIC.

When the basic of “FORMING STRATEGY“,  is met, and the elements of  strategy become apparent, then we should have;

  • a vision,
  • a mission,
  • goals,
  • and action plans…
  • then we refer to something as being or becoming Strategic; or as STRATEGIC PLANNING.

1)Strategic plans are made up of action plans;

Where Action Planning deals with;

Who What Where When How How much
Responsibility Objectives Location Time/ frame Goals Quantity/ cost

2)Now we get to Strategic Management, it in turn gives us a required business perspective; a business perspective is the organisation of all activities, in a structured manner. We want to or need to organise things, in order to be able to measure and gauge things like our; performance, progress and quality, all whilst these strategic plans unfold, into smaller action plans,and then into finality.

The whole purpose of management is to add;

  • structure,
  • process,
  • procedures,
  • policy,
  • resources,
  • and organisation.

All in order to connect all the resources, with systems, and get results in the form of products or services, that impacts on other initiative, activities, and plans, that then starts coinciding with the business model, and plan, and its ideology, to make all its aims happen.

Management as a process; becomes systematically inclined and also procedural, it steers these “action plans”, or “strategic plans” with intent, that are otherwise in effect just seen as dead pieces of paper, which needs to be interpreted, and given life. Management becomes this means.  By combining ideas, with effort, substance starts to emerge with an expected resolve or end state,, coming from some place, somewhere between practical and philosophical – dealing with all aspects between knowledge and wisdom, then when backed up with factual relevance – then we are seen to manage.

Describing management and actually doing it is difficult, it becomes two worlds, as we all experience life from different angles, and levels of difficulty. Never-the-less, it’s these “words” that we use, that should unite us in mind and effort to perform the same functions. Therefore it’s very essential that we find the same meaning in terminology so that we may all benefit from both the knowledge and the wisdom it brings.

Then only will we know the true distinction – or difference – between them, planning and management.

Very philosophical, yes that’s the point. It somehow never becomes a simple enough explanation, when we just take out the words strategic, and try and deduce some common meaning. When in fact, planning and management are two very different animals.

Then we are only left with, management and planning. There you have it sweet and short, straight to the point. The one is all about management the other planning, or is it?

Some will argue that these terms do not exist at all; People try and get way to clever (and Philosophical) for their own good. then this happens, then you get aspects arising like; Strategic management vs. strategic planning, what’s the difference?

This can be attributed to the relationship between words and their meanings, that also become culturally significant, and extremely complicated when we want to take or when taken to literally. For instance; if we take the literal meaning of the words used and get their synonyms, then Strategic means planned”, then that would in fact imply that you can’t come up with something like “planned planning” or can you, what does that mean or imply anyway?…  Nor could you tell if it is still the same thing? Then Strategic planning should have a significant meaning if we choose to explain something significant by merging these two words, should it not?

When in doubt, we should also look at a words connotation; thus implying – what is suggested as well as its denotation – what our intellect tells us it should imply, and then we will know what we are looking at.

This aspect belongs to the field of semantics. For now though, what you need to know is that words do not have single or even simple meanings – they have implicit meaning.

Traditionally, grammarians have referred to the meanings of words in two parts: their;

  1. Denotation; referring to the literal meaning of the word
  2. Connotation; referring to a relationship to the word either emotional or otherwise; something which the word evokes in people…

1) Strategic + Planning;

  • As a denotation; Strategic; literally means – planned.
  • As a connotation; Strategic; implies – organised or deliberate actions…
  • As a denotation; Planning; literally means – preparation
  • As a connotation; Planning; implies – scheduling or setting up

So if we connect the two words now; we get strategic planning meaning or implying;

  • As a denotation = Planned preparation
  • As a connotation; = Organised / deliberate – preparation or setting up

2) Strategic  + Management;

  • As a denotation; it implies supervision
  • As a connotation; it implies organised, or administration
  • Strategic Management; as a denotation; planned supervision; and levels of supervision, or hierarchy in business
  • Strategic Management; as a connotation; deliberate organisation of actions – The deliberate preparation then of actions consistent with organisation…



Here we go..  Strategic + planning; implies; planned or deliberate preparation then

                              Strategic + management; implies planned supervision or administration 

So yes, they are still two totally different animals

And then you also get Grand Strategy  and Business formation

Get my new book here; its pumped with strategic relevance;   


Combining Management Principles with Disaster Management Aspects

9 May

Stop wasting time by creating mountains of elaborate planning, do it right, or just don’t do it at all.

Far too many disaster management plans are drawn up daily just for the sake of having one, because it is somehow “required”. Even more are drawn up costing thousands and are never implemented. The reason for this is they could not interface, or connect with structures and systems existing. 

What is a Disaster Management Plan?

First off, what is a disaster? Here is a short definition; A disaster is classified as being either natural or man-made. That has impact on a developed population’s infrastructure, housing, farms, or livelihood that destroys most of it, and caused extensive loss of human life, or drastically changes the landscape, environment, or economy of a region…

Now we can ask, what is a disaster management plan then? In simple terms; a disaster management plan encompasses more than just disaster readiness and planning aspects, it is very specific. Both in terms of being;
·         Industry specific,
·         Event specific,
·         Country specific and even
·         Language specific
·         Format specific…
It has characteristics of the environment it dictates to.  It connects via an identified or perceived threat or risk that it will, could or should address, if it transpires, alternatively, its preventative and mitigating.

Whenever contemplating preparing for “disasters”; in any form, be it small or large, then the way to deal with planning is to look at the composition of emergency and disaster management entities, and services existing in your area, and having a look at their planning first. Then only decide whether your contemplated plan will fit, or even add value. Any plan needs to fit in with both any local government, provincial, and even national governments plans, as well as their organs/ departments of state, in order to add value, or to even matter, and moreover make sense – it needs to close a gap, not open one. Other NGO’s  and industry stakeholders, and watch dogs are also custodians, like the Civil Aviation Authority etc… 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

The Radical Revolutionary Strategic management matrix For Predators faceBook Page

4 Apr

http://www.facebook.com/home.php?sk=group_199146880108027&ap=1

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