StrategyDriven’s strategic and annual business plans become leadership’s playbooks, continuously used to drive achievement of company goals. After all, what good are business plans that simply sit on a shelf and gather dust?
Developing useful business plans requires a measure of both art and science. Organization leaders must clearly define their organization’s vision, mission, and goals as well as realistically assessing their organization’s capabilities, and understanding the various marketplace environments within which their business operates. They must then balance the often competing factors of each to achieve an optimal initiative and operational solution set representing the most valuable go-forward path for their company. As the conditions change, the balance achieved will become upset; presenting leaders with both opportunities and obstacles to future success and necessitating adjustment and possibly replacement of the business’s plans.
Strategic planning is an iterative, ongoing process consisting of:
Analysis: assessment of the internal and external factors effecting the organization’s ability to achieve its mission
Alternative Development: detailed assessment of the costs, benefits, and risks associated with strategic alternatives including both major, ongoing and newly proposed activities
Alternative Selection: identification of the current portfolio components and proposed activities that will be pursued and the time frame for execution
Resource Projections: aggregation of the personnel, financial, physical, and technological needs including an assessment of the ability to acquire these resources within the needed time frame
Plan Development: final validation of the organization’s mission and compilation and approval of its long-range and annual business plans
Execution of these iterative processes takes place throughout the year with a frequency dictated by the pace of organization and market change.
StrategyDriven’s Strategic Planning Accelerators
Developed by StrategyDriven’s seasoned business professionals, these planning tools streamline the strategic and annual planning processes while helping leaders develop those initiatives and operational activities most aligned with achievement of the organization’s goals.
Annual Business Planning Calendar
StrategyDriven’s Annual Business Planning Calendar identifies all major plan development activities at the Board of Directors, Executive, Division, and Department levels. Our clear, concise calendar helps ensure current year initiatives and marketplace environments are properly monitored while concurrently driving timely completion of next year planning activities.
Organizational & Marketplace Analysis
StrategyDriven’s Organizational and Marketplace Analysis tools combine in-depth information from a vast array of internal and external sources to create a comprehensive picture of company’s current health and future viability. Execution of these iterative processes takes place throughout the year with a frequency dictated by the pace of both internal organizational and external environmental change.
Alternative Development & Selection
StrategyDriven’s Alternative Development and Selection templates simplify the collection of critical information leaders need to make the best investment decision. These templates ensure information provided is complete, unbiased, and comparative; enabling initiatives selection that is qualitatively aligned with the organization’s defined values, culture, and strategy while at the same time positioning it to maximize quantifiable benefit creation at minimum cost. The resulting portfolio of activities serves as an input to both the strategic and annual business plans; charting the course for the organization’s future.
Personnel Resource Analysis & Projection
StrategyDriven’s Personnel Resource Analysis and Projection tools evaluate an organization’s workforce across several key demographic factors. The resulting outputs provide insights to workforce related performance drivers as well as staffing and resource needs projections based on historical rates of attrition (transfers, resignations, and retirements), new personnel acquisition lead-lag times, and average training and qualification periods.
StrategyDriven Insights Library – Strategy
Developing a business strategy requires a measure of both art and science. Organization leaders must understand the various marketplace environments within which their business operates and balance the often competing factors of each to achieve an optimal solution representing a viable economic opportunity. As the marketplace changes, the balance achieved will become upset; presenting leaders with both opportunities and obstacles to future success and necessitating adjustment and possibly replacement of the business’s strategy.
StrategyDriven regularly publishes principle, best practice, and warning flag insights that provide immediately actionable methods to develop and implement your company’s strategic and annual business plans. Materials in the Strategy forums are dedicated to discussing the principles of successful strategy formulation within the following topical areas:
A StrategyDriven Advisor led 12 executives and 40 managers and staff in the development, implementation, and execution of the not-for-profit membership company’s long-range and annual business plans, $86 million annual budget, and newly established personnel resource and project management programs.
Our advisor conceived, developed, and implemented the company’s first formally defined strategic planning, personnel resource, and corporate project management office programs. These programs were supported by implementing procedures and software applications. Cascaded performance monitoring established accountability for strategic and tactical outcomes among company executives, managers, and staff with quarterly reports provided to the Board of Directors and performance ties to individual performance evaluations.
Catalogued, prioritized, and resourced all strategic initiative and day-to-day operational work activities. Increased organizational value by leading a reallocation of personnel and financial resources based on work prioritization. Contributed to the successful request for a 20 percent increase in the not-for-profit membership company’s annual budget as authorized by its Board of Directors.
Stood-the-Watch Positional Experience
Chief Executive Officer
Chief Risk Officer
Chief Audit Executive
Corporate Strategic Planning Program Manager
Corporate Strategic Personnel Resources Program Manager
Corporate Project Management Office Manager
Corporate Performance Monitoring Program Manager
Quality Assurance Director
Information Technology Director
Licenses & Certifications
U.S. Nuclear Regulatory Commission Senior Reactor Operator License
Professional Engineer License
National Academy for Nuclear Training Event Investigator Certification
National Academy for Nuclear Training Instructor and Facilitator Certifications
Project Management Institute Project Management Professional Certification
Certified Public Accountant
Certified Information Technology Professional
Diversity and Inclusion Certificate
Qualifications & Degrees
U.S. Navy Chief Nuclear Engineer Officer Qualification
Institute of Nuclear Power Operations Plant Evaluator Qualification
Doctor of Philosophy Degree in Organizational Behavior
Doctor of Jurisprudence Degree
Doctor of Dental Medicine Degree
Master of Business Administration Degree
Master of Administration Degree
Master of Science in Industrial Organizational Psychology Degree
Master of Science in Oral and Maxillofacial Surgery Degree