Even infrequent golfers experience irritants with public golf courses. This should give owners pause. Why? Because it illustrates problems with their business model.
To demonstrate, we will use the right side of the Business Model canvas, which identifies:
Continue reading “Facilitator’s Notes: Many Public Golf Courses get a Bogey on their Business Model”
Where to focus a business leader’s attention when it comes to creating a strategic plan for future success?
For most of my career, I have been very comfortable with the model illustrated below.
Continue reading “Process or Structure? A Strategic Planning Facilitator’s Perspective”
As a first step within a strategic planning process, it is important to recognize that the nature of the competitive forces within our industry will determine the relative scope for growth and profitability. Understanding the dynamics of these forces will help us to assess the potential for new opportunities and begin to differentiate ourselves from others.
Continue reading “A First Step in Strategic Planning – Assessing the Environment”
For the past three decades I have been facilitating strategic planning sessions for client organizations. It’s something that I enjoy doing. It is a role that has brought me in front of hundreds of groups of people in North America and Europe. However, I am the first to admit that it isn’t what I do that adds luster to my resume, it’s the people and groups that I have been associated with.
Continue reading ““We Hired a Strategic Plan Facilitator – I’d rather go to the dentist”.”
Strategic Planning has gotten a bad rap for not addressing questions that turn on the critical choices that constitute strategy. Some critics have noted that strategic plans can simply be a roll-up of plans from across the organization, with little or no alignment and absent of any transformative attributes.
Continue reading “Strategic Planning – Ensure we Address Strategy”
Committees offer the promise of addressing critical issues that affect an association’s sector or profession. Committees can help deliver results on governance issues, advocacy initiatives, or new programs for members. But they can also generate risks and even peril to associations.
Continue reading “Association Committees – Do they Live up to the Promise or Create Peril?”
When we are building a strategic framework with our clients, the first accomplishment is the refinement of an existing Vision Statement or the creation of a new one. What flows from the Vision Statement are Pillars of Success, Strategic Objectives, Measures and Key Initiatives.
Continue reading “Who Needs a Vision Statement?”
An objective or measurable step is required to achieve any strategy.
That is why Strategic Objectives is one of the five elements of our Strategic Framework. It starts with a Vision Statement, it follows with Pillars of Success and then we develop Strategic Objectives. These are followed by Measures (dashboard) and Key Initiatives.
Continue reading “Strategic Objectives – Why we Need Them”
Establishing Key Initiatives for the organization makes a Strategic Framework a lot more “real” for many employees.
Continue reading “Key Initiatives – the Final Element of a Strategic Framework”
In our facilitation and consulting practicewe enable clients to build Strategic Frameworks. These multi-year plans include a Vision Statement, Pillars of Success, Strategic Objectives, Measures and Key Initiatives. It is important to differentiate Strategic Objectives, which are long-term, comprehensive and measurable outcomes, from Measures, which are the subject of this article.
Continue reading “Strategic Framework: Creating Measures and Using a Dashboard”