executive coaches and management consultants working with enterprises that catherine vigil dale...
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Executive Coaches and Management
Consultants working with Enterprises
that
Catherine Vigil Dale Bruder
Want to grow revenues
Build equity
Enjoy the prosperity of being in business
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Dynamic Strategy:From Cheap Talk to Real Value
is the Enterprise Growth Tool more powerful than the usual
Strategic Planning methods
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Dynamic Strategy is not a SWOT exercise
Strengths
Opportunities
Weaknesses
Threats
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Dynamic Strategy is not a business strategy planning table
Existing Markets
New Markets
Market Development
Diversify
Product Development
Penetration
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Dynamic Strategy is the first time you’ll find real value in planning
Future
Present
Internal External
Business Strategy
Organizational Development
Operations External Relationships
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What Challenges does Dynamic Strategy address?
History and Habits Structures
Turf Protection Skills
Business Idea
Business Idea
Business Idea
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Assessing your Dynamic Strategy
How it works; first
Take the assessment of your enterprise capability in each of the four quadrants by answering the questions on……
Business Strategy
External Relationships
Current Operations
Organizational Development
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Assessing your Dynamic Strategy
How it works; second
Rate your enterprise on the following scale for each quadrant. 1. Non-Existent 2. Emerging 3. Established 4. Institutionalized.
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Assessing your Dynamic Strategy
How it works: thirdWeigh and Interpret the assessment.
1. Today Heavy 2. Tomorrow Heavy 3. Externally Heavy 4. Internally Heavy
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Assessing Dynamic Strategy
Future
Present
Internal External
Organizational Development
Business Strategy
External Relationships
Current Operations
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Assessing Dynamic Strategy
Business Strategy
Future
Present
Internal External
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Business StrategyThe ways and means of competing
Pot
enti
al
Cus
tom
ers
Stakeholders Customers
Do we have the value community involved in the
creation of Business Strategy?
Does our strategy guide us in
creating value for the entire value
community?
Does our strategy guide
the identification
and incorporation of new markets,
products and processes? Do we know
when to say no?
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Assessing Dynamic Strategy
External Relationships
Future
Present
Internal External
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External RelationshipsCustomers, Investors, Vendors and Crucial Allies
Is our success beneficial to our crucial external relationships?
Have we established our organizational character
sufficient to solve external problems with
unified integrity?
Is our relationship with crucial externals strong
enough to grow in up markets and sustain in
down markets?
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Assessing Dynamic Strategy
Future
Present
Internal External
Current Operations
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Current OperationsCrisis Prevention vs. Crisis Management
Are we addressing the most significant unmanaged
disruptions that draw energy from current operations?
Are we creating systems to lower costs and risks by
eliminating wasted energy at the source?
Are we reliable for standard
promises?
Is our strategy visible now?
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Assessing Dynamic Strategy
Future
Present
Internal External
Organizational Development
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Organizational DevelopmentDeveloping Capacity and Competency
Are there structures and
operating funds in place to
attract, develop and retain the
people needed to fulfill the strategy?
Is the communication between varying
levels of the company (Board,
Executive, Management, etc.) aligned, clear and
vital?
Do we have a method for
assessing our progress?
Does the company have a growth
culture?
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Scoring your Dynamic Strategy
Future
Present
Internal External
External Relationships
Organizational Development
Current Operations
Business Strategy
SCORING1. Non-Existent2. Emerging3. Established4. Institutionalized
Complete your Enterprise Assessment scoring.
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Assessing where you are today:
Future
Present
Internal External
External Relationships
Organizational Development
Current Operations
Business Strategy
Today Heavy: suggests good current performance but indicates future vulnerability
Today Heavy
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Assessing where you are today:
Future
Present
Internal External
External Relationships
Organizational Development
Current Operations
Business Strategy
Tomorrow Heavy: Indicates a business strategy and investment strategy not contributing to current commitments. Will likely fail for lack of day-to-day support.
Tomorrow Heavy.
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Assessing where you are today:
Future
Present
Internal External
External Relationships
Organizational Development
Current Operations
Business Strategy
Externally Heavy: substantial problems of personnel turnover and operational emergencies that will ultimately undermine external confidence.
Externally Heavy
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Assessing where you are today:
Future
Present
Internal External
External Relationships
OrganizationalDevelopment
Current Operations
Business Strategy
Internally Heavy: Indicates a preoccupation with handling organizational challenges through internal process improvement and technology development initiatives.
Internally Heavy
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Today Heavy? Tomorrow Heavy? Internally Heavy? Externally Heavy?
Now What?
Pragmatically address your Enterprise strategy during three months of focused, committed and supported work.
The result of this work will be significant movement towards a balanced Enterprise poised for growth.
That’s the Dynamic Strategy Process.
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LEAP into Dynamic Strategy
Lead the enterprise - commit to develop a growth company.
Engage your management team and the Coach Consortium to act.
Apply resources to shift the enterprise
Proceed courageously.
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Leap an Enterprise poised for growth with a unique Dynamic Strategy
Future
Present
Internal External
Organizational Development
Business Strategy
External RelationshipsCurrent Operations
Dale Bruder and Catherine Vigil are ready to take you and your enterprise there!!!