Introduction and Overview
The first of two sessions, this 1 and ½ -day Learning Group, with a well-balanced programme of tutoring, case studies and mutual learning in interactive sessions and discussions, provides practical training in Strategy Planning for R&D and for New Businesses or Start-ups, based on “best practices” in companies. The second session, on 2nd October 2008, will focus on progress and problems in Strategy Planning experienced since the first meeting. We expect participants will commit to both sessions.
Strategy is a business process with an intensive implementation system. It is about insuring future success. The subject will be introduced with an interactively guided tour through the Strategic Planning methodology (mapping the processes from vision and mission to strategy implementation and control, covering support tools such as scenarios and SWOT, market analysis, risk assessment, gap analysis, portfolio analysis, business and technology roadmapping, etc.) and Strategy Implementation (covering technology and business alignment, leadership, executing decisions, effectively communicating with senior management, periodic follow-up, measuring results)
Asking questions such as “what would be the consequences for the business and enterprise if our strategy was insufficient”, “what would happen if at this particular stage our strategy planning process was flawed”, “how do we determine the right strategy in a given situation”, and “what would be the consequences for our product portfolio and sales opportunities if our strategy failed” will provide an understanding of the value and potential of the process.
Strategy has a decisive impact on your product portfolio. It defines the way how you address a market and how you sustain the growth and health of your company. It determines the balance between radically innovative new products, high value added enhanced development, and cash-cow products with incremental features and capabilities added at a regular rate. Strategy is not only about planning and envisioning but also about implementing what has been decided. Only if we walk the talk, we will be successful. Case studies from different industries and from both R&D organisations and new business together with exercises will offer opportunities to underline the learning with practical examples and “by doing”. Participants will be approached by the EIRMA secretariat and asked to prepare a presentation on one of the suggested case studies in the programme. The training complements the participants’ knowledge and problem solving competences in the subject area and enables them to independently do homework and implement a more effective Strategy Planning and Implementation process in their companies.
Participants in this Learning Group are required to have a basic knowledge of the principles of Strategy Planning and some exposure to Strategy Planning practice and problems. The participants will reconvene after six months and compare the progress they have made in their specific field. After all, as Winston Churchill once remarked: “However beautiful the strategy, you should occasionally look at the results.“