Strategic Planning - Yolaçaner Consulting 
  • Eposta: info@yolacanerconsulting.com

    Strategic Planning

    As Your Advisor I Will ...

    Help Overcome Corporate Myopia

    • I will encourage you to prioritize and deal with the really pressing issues of your company
    • My advice always will aim at opening up new perspectives that transcend the usual thinking patterns
    • My focus will be to flag potential fundamental strategic mistakes in the project

    Safeguard International Standards

    • I will advise you on keeping up with international project standards and on carefully considering the expectations of investors

    Focus on Competitive Advantage

    • My advice always targets your firm’s future market success and profitability

    “It’s much more important to do the right things than doing things right.”

    Peter F. Drucker (1909-2005)
    Strategy and management expert

    Strategic planning is ...

    • Annualy recurring systematic planning process
    • Forward-thinking action plan which is designed to ensure future success and competitiveness of the company
    • Totally new and original market positioning of the company
    • Critical assessment of the company’s competitive positioning based on business acumen, deep insight into the operations of the company and examination of core business aspects

    … is not

    • Short-sighted tactical measures designed to react to market events
    • Summary of measures targeting to temporarily improve certain financial ratios
    • Financial, market entry or innovation planning
    • Approach to validate the current strategy

    “The essence of strategy is choosing what not to do.”

    Michael E. Porter
    Strategy and management scientist – Harvard Business School

    Common Strategic Planning Pitfalls

    Basic Mistakes

    Narrow Perspective

    • The strategy team gets entangled in the details; the participants do not see the forest but the trees
    • Genuinely new and valuable strategic options are overlooked and the same old strategic moves are preferred instead

    Lack of Tangibility

    • The draft strategic plan is not questioned in detail and checked for inconsistencies
    • Therefore, strategies remain abstract and cause difficulties in their practical application

    Process management flaws

    • Underestimation of the extraordinary importance of the human factor within the strategic planning process
    • The strategy team members’ strategic capacity and emotional/social sensitivities are neglected; Time slots for training and consensus building are not accounted for

    Incorrect Strategic Analysis

    • Corporate strategic requirements are diagnosed incorrectly and/or incompletely
    • Problems are not categorized by assessing multi-layeredness and complexity

    “Strategy is not the consequence of planning, but the opposite: Its starting point.”

    Henry Mintzberg
    Strategy and management scientist
    McGill University Faculty of Management
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