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    The Big Lie of Strategic Planning

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    An HBR presentation by Roger Martin

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    Download as PDF, TXT or read online from Scribd

    The Big Lie of Strategic Planning

    Uploaded by

    pgp000
    460 views15 pages
    An HBR presentation by Roger Martin

    Original Title

    The big lie of strategic planning

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    © © All Rights Reserved

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    PDF, TXT or read online from Scribd

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    An HBR presentation by Roger Martin

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    460 views15 pages

    The Big Lie of Strategic Planning

    Uploaded by

    pgp000
    An HBR presentation by Roger Martin

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 15

    The Big Lie of Strategic

    Competing in the Connected


    Planning Economy
    Featuring Abbie Lundberg, Lance Teel, and Leanne Kemp
    Featuring Roger Martin

    JANUARY 18, 2018

    Sponsored by
    The Big Lie of Strategic Planning

    TODAY’S SPEAKER

    Roger Martin

    JANUARY 18, 2018 @HBRexchange | #HBRwebinar Sponsored by


    The Big Lie of
    Strategic Planning
    HBR Webinar
    January 18, 2018
    MY LOVE-HATE RELATIONSHIP WITH THINGS ‘STRATEGIC’

    I hate: I love:
    - Strategic - Strategy
    Planning But
    - Strategic
    Plans

    4
    Copyright © 2018 Roger L. Martin
    THE TYPICAL STRATEGIC PLAN

    Section 1: Vision/Mission Statement

    Section 2: List of Initiatives

    Section 3: Financials (Budget with Prose)

    5
    Copyright © 2018 Roger L. Martin
    THE TYPICAL INCOME STATEMENT

    Revenues
    Sales

    Expenses
    Cost of Goods Sold
    Direct Labor
    Purchased Materials
    Direct Overhead
    SG&A
    Marketing & Selling
    General & Administrative
    Research & Development
    Depreciation & Amortization

    Profit Before Tax


    Taxes

    Net Profit
    6
    Copyright © 2018 Roger L. Martin
    THE TYPICAL INCOME STATEMENT

    Revenues
    Sales

    Expenses
    Cost of Goods Sold
    Direct Labor
    Purchased Materials
    Direct Overhead Completely
    SG&A Within
    Marketing & Selling
    General & Administrative
    Company’s
    Research & Development Control
    Depreciation & Amortization

    Profit Before Tax


    Taxes

    Net Profit
    7
    Copyright © 2018 Roger L. Martin
    THE TYPICAL INCOME STATEMENT

    Revenues Entirely At The


    Sales Discretion of
    Expenses
    Customers
    Cost of Goods Sold
    Direct Labor
    Purchased Materials
    Direct Overhead Completely
    SG&A Within
    Marketing & Selling
    General & Administrative
    Company’s
    Research & Development Control
    Depreciation & Amortization

    Profit Before Tax


    Taxes

    Net Profit
    8
    Copyright © 2018 Roger L. Martin
    SELF-REFERENTIAL STRATEGIC FRAMEWORKS

    1. Emergent Strategy
    • Misapplication of Henry Mintzberg’s
    original concept

    2. The Resource-Based View of the


    Firm
    • Capabilities-based rather than customer-
    driven investment

    9
    Copyright © 2018 Roger L. Martin
    RULE #1: STRATEGY IS ABOUT A FEW KEY CHOICES

    What is our
    winning aspiration?

    Where will we play?

    How will we win?

    What capabilities must


    we have?

    What management systems


    are required?
    10
    Copyright © 2018 Roger L. Martin
    RULE #2: STRATEGY IS NOT ABOUT PERFECTION

    Rigor Creativity

    Where: For the part of the Where: For the part of the
    world where things cannot world where things can be
    be other than they are other than they are.

    How: Analyze to determine How: Imagine possibilities


    the causes of the observed and choose the one for
    effect and optimize for that which the most compelling
    inevitable outcome argument can be made.

    11
    Copyright © 2018 Roger L. Martin
    RULE #3: MAKE YOUR STRATEGIC LOGIC EXPLICIT

    Possibility 1

    Possibility 2
    Reframe the
    Problem Problem as a Possibility 3
    Strategic Choice
    Possibility 4
    What
    Possibility 5 Would
    Have
    to Be
    True?

    Decide Tests Barriers

    12
    Copyright © 2018 Roger L. Martin
    THE MOST IMPORTANT QUESTION IN STRATEGY

    What
    What is would
    true? have
    to be
    true?
    13
    Copyright © 2018 Roger L. Martin
    THANK
    YOU
    Twitter: @rogerlmartin
    Site: www.rogerlmartin.com
    Thank you for joining us!
    This webinar was made possible by the support of Anaplan. To learn more about
    Anaplan, please visit www.anaplan.com

    JANUARY 18, 2018 @HBRexchange | #HBRwebinar Sponsored by

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