Business Strategy Facilitator in Sydney
Senior leaders often approach strategic planning as a rational, task driven activity guided by by facts, figures, and logical choices. If only it was that simple.
The reality is that historical decisions, current priorities, individual personalities, and organisational politics tend to create distractions or even obstacles to achieving the desired outcomes.
Effective strategic planning accounts for both the emotional and the rational
To create a great outcomes we like to involve stakeholders and incorporate various viewpoints (the emotional) as well as utilise efficient and effective decision-making structures (the rational).
And we know the best results for the strategic planning process are achieved by starting well in advance of gathering people together in a room. It’s important to set a clear path, clarify expectations, and involve participants early in the process, often by providing opportunity for individual input.
Dr. Paul Clayton
CEO, Proterra GroupHow does the strategic planning process work?
While most people think of strategic planning as the workshop sessions, or generating lots of ideas, our approach is structured to take a broader perspective for a more effective outcome.
- Discussing your goals and the outcomes you want, not just for a plan, but for the whole team
- Assessing information in advance such as previous planning documents, annual report, financial reports, industry research, or management meeting reports
- Engaging a variety of participants as part of the preparation process. This usually includes senior management, Board members, key staff, and possibly customers or other stakeholders that have relevant input
- Conducting a scoping session with senior leaders to clarify high level direction on the company vision, important external and internal factors, and structure for the actual strategic planning workshops
- Creating an engaging and effective program for the group sessions to ensure the main focus remains the main focus
- Including opportunities for team interaction to energise participants, encourage a deeper understanding of each other, and keep everyone focused
- Creating psychological safety to encourage participation without individual personalities taking control
- Documenting the key strategies and operational goals to enable follow-through by management and the relevant team members
From strategic planning to operational impact
The often missed step in strategic planning is what happens after the strategy decisions have been made. How do you make a seamless transition from strategic initiatives to operational planning in a way that gets things done? Our RPA process (Reflect, Prioritise, Allocate) is very useful for this purpose.
Read our tips for successful strategic planning including our RPA process for effective follow-through and implementation.
Camille Johnson
CEO, Golden West ApprenticeshipsPost-workshop strategy sessions
It’s usually the situation that work on the Strategic Objectives identifies many Operational Goals, with each Operational Goal requiring numerous specific Tasks to be undertaken. The end result can be a multitude of Tasks that might seem overwhelming to team leaders.
In our experience, we’ve found that conducting a post-strategy operational planning session with team leaders or department heads is an effective way to devolve accountability while clarifying priorities, actions, time frames and resources.
This session involves senior management accompanied by the facilitator, hearing from each department lead on how they will be implementing actions within their scope of responsibility. It’s also a great opportunity for senior leaders to ensure alignment between departments and oversee priorities and resource requirements.
Available in Sydney and regional NSW
We’ve worked with clients across the Sydney metropolitan area including Bankstown, Epping, Chatswood, North Sydney, and Sydney CBD. We’ve also been engaged by clients to run sessions in NSW regional centres such as Newcastle, Coffs Harbour, and Lismore.
Strategic planning workshops can be held in rooms on your premises (if suitable) or in external meeting venues. We’re happy to coordinate with your choice of external venue to ensure room setup and facilities are conducive to our program.
About your strategic plan facilitator
Stuart Ayling MIMC holds a Bachelor of Business (Marketing, University of Western Sydney) and a Graduate Certificate in Management (International Business, University of Queensland).
He is a full member of the Institute of Management Consultants and abides by the IMC Code of Ethics which specifies standards of professionalism, integrity and competence.
In addition to his 18+ years of business consulting and facilitation work Stuart has experience directly managing teams and facilities including:
- Managing a pharmaceutical distribution centre including staffing, logistics, financial reporting and revenue responsibilities.
- Holding multiple Marketing Manager positions, leading teams of marketing specialists with marketing budgets in excess of $1,700,000.
- Sales Manager for steel fabrication business.
- Recruiting and managing franchisees for mechanical and fast food outlets.
- Conducting regular financial performance reviews (Profit & Loss analysis) of franchisee operations in a multi-national franchise group.
- Managing many difficult staff issues including sexual harassment, trade union action and rectifying poor performance.
- University lecturer, teaching Marketing and Personal Selling courses at the prestigious University of Queensland Business School.
Would you like to explore strategic planning options?
If you’d like to discuss requirements for your strategic planning, or to explore options that would work for your team you’re welcome to get in touch to arrange a complimentary confidential consultation.