Strategic Planning for a Major Manufacturing Company
The Brief
A large international manufacturing company were seeking a partner to design and facilitate a strategic planning process to create the Eastern Australia and New Zealand region’s Strategic Plan 3.0.
The local leadership team were seeking to clearly define the companies strategy in a robust manner and explore, then confirm how the strategy will be implemented to maximum effect.
Additionally, given the leadership team were going to be working as a group on the strategy, there was an opportunity to integrate how each leader should lead the planning process, and role model the strategy back in the business.
Improved Employee Engagement
Companies that undergo successful organisational transformation experience a 30% increase in employee engagement. Engaged employees are more productive, less likely to leave, and contribute to a positive workplace culture.
Reference: McKinsey & Company, "The People Power of Transformations" (2018)
Financial
Organisations that successfully implement transformation initiatives see an average 25% improvement in their financial performance, including revenue growth and profitability.
Reference: BCG, "The Role of Leadership in Transformation" (2020)
Return on Investment (ROI)
Transformation projects with effective change management practices are six times more likely to meet their objectives and achieve a 143% return on investment (ROI).
Reference: Prosci, "Best Practices in Change Management" (2019)
Reduced Time to Market
Organisations that undergo successful digital transformation reduce their time to market by 20-50%, allowing them to bring products and services to customers faster and stay competitive in rapidly changing markets.
Reference: Deloitte, "Digital Transformation: A Roadmap for Billion-Dollar Organizations" (2021)
The Process
Future Leadership designed a solution that included:
- Design and facilitation of a 2-day strategic planning off-site to create the inputs for the strategic plan. Key themes included:
- Building “Good to Great” teams
- Leading strategic change
- Motivating and influencing my team – introduction to GAPS methodology
- Discuss Eastern Australia and New Zealand values, mission, behaviours, change management journey and lessons learned
- Design and facilitation of 1-day session to operationalise the strategic plan
- Agree growth strategies, initiatives and projects; assign ownership
- Exploration of risk, contingencies, metrics for success; communication
- Design and facilitation of a ½ day team session to explore the role of leadership in implementing the strategic plan.
The Advisory Team's Impact Across Clients Through Survey Feedback
32% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
21% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
27% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
30% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
This process needed to align to the Companies Corporate’s expectations and process and was implemented seamlessly. The Company locally set a global example in terms of strategic planning and implementation and out of all local businesses, was ahead of the curve in terms of strategic tactics implemented and performance. Future Leadership have since continued supporting with the regional’s Strategic Plan.
We had the pleasure to work with Future Leadership as we defined our future strategic initiatives. Future Leadership assisted us in identifying key areas and providing tools that would ensure our success. This awareness created a renewed focus on leadership, building trust and accountability at all levels."
