Strategic plans are only as good as the strategic planning that went into them. At times, the struggle with agendas, cultural misalignments and the lack of innovative thinking can produce a plan that falls flat over time. Creating a "breakthrough" strategy should be the goal, otherwise you will only accomplish an operational plan, thus not moving the needle toward extended growth.
The client was seeking a strategic planning session that would leverage the cross cultural attributes of the leadership team. This objective was difficult to meet internally due to legacy relationships and personal agendas. Our goal was to breakdown these barriers and open the channels for more productive discussion around the vision of the organization and from that, produce a stage gated plan to execute against in the upcoming year.
The client is an international manager of intellectual property and copyrighted materials.
The client was challenged with aligning their strategic plan to operation and tactical initiatives. Additionally the leadership team was not seeing eye to eye on the vision or the culture. This breakdown was not only inhibiting the planning process, it was skewing the perception of the firms staff and causing them to fall into the fiefdom mentality behind their line of business leaders.
By partnering with the AMS team they successfully recognized the objectives that were required to accomplish their business goals. We clarified a vision that could be accepted across the leadership team. Through this clarity we began to breakdown the communication barriers that separated the constituent groups and slowly migrated a culture of collaboration into the organization. Once the vision, mission, and culture were in synch we created an execution plan to build at each functional level of the company. The litmus test was creating visibility from top to bottom and bottom to top prior to movement on the plan implementation.
The total reorganization effort proved successful by enhancing the organization’s ability to manage change and in turn capitalize on market opportunities more effectively. The organization grew at twice the previous years rate, they slowed attrition to far less than the industry average, and they began to produce a more innovative approach to the marketing of all products in the portfolio. The dark side is that there was a loss of several key leaders whom could not see the future in the same light as the agreed upon team and although this aspect of the initiative was painful, it was necessary to show integrity to the overall effort. The strategic plan was implemented and built upon and used to regenerate in the following year as it was built to be a dynamic tool.