Corporate Strategy as a Career Survey

SURVEY REMINDER

No personal data that can trace to you the individual or to your business is being collected! Guided by Tri-Council Research Ethics Guide 2018.

Hello,

Are you a Corporate Strategy professional who love what you do and would like to share about your profession with others?

Are you a consultant or practitioner who would love to have information on hand for helping recruiters and buyers of your solution to better understand what you do and how it can help their organizations?

Would you love to provide answers for next generation, new graduates, students trying to choose college courses, or those  thinking of corporate strategy as a career?

That includes those who have never heard of the field but who has what it takes and would enjoy that career choice.

If you’ve answered yes to one or more of the questions above then thank you for helping me, to help you put your hands on all you desired or would love to commit to above.

Help me with the survey-interview entitled Corporate Strategy as a Career Survey.

The survey is being conducted primarily for academic purposes; however, the findings will be compiled into a booklet for filling the information gap related to roles under that career umbrella.

The survey is being conducted by Meegan Scott of Magate Wildhorse Ltd.

It should take approximately 25 minutes to complete.

Survey Link:

https://forms.gle/K7LpxyZC1hjb6zTB8

Submission deadline:

Midnight: Friday October 18, 2019 | Extended to Sunday, October 27, 2019.

If you have ever wondered how your peers ended up in fields such as director corporate strategy, head of strategy and performance, corporate strategy planner, strategy analyst, manager corporate strategy and evaluation then this survey is for you.

I thank you in advance for your assistance with this research.

Thank you also for sharing with other strategy practitioners in your network.

Best,

Meegan Scott

 

 

Tie Strategy to Execution – Balanced Scorecard Help

Balanced Scorecard, corporate strategy planning, strategic planning, performance management, performance reporting, results based management Magate Wildhorse Solution

Need help with strategy planning or performance reporting?

Excited about the Balanced Scorecard approach?

Ever thought about twinning Logical Framework Approach (LFA) and the Balanced Scorecard for that perfect solution, that meets your government or donor planning need, while satisfying your results-based performance and capacity management and measurement need?

Then you’ve come to the right place!

We come with expertise in government corporate strategy planning; planning for the private, NGO, as well as the international development sectors.  We will integrate the Balanced Scorecard approach with your choice of approaches for example― LFA, Civicus, Haines System Thinking, our 8-9 step planning approach, or other to deliver a results-based performance management solution that drives execution and strategy success.

But if you just want Balanced Scorecard across the board― from planning through to performance monitoring, measurement, and reporting we’ll be glad to help you develop the plan, or performance solution that is right for your organization.

Ask about our organizational assessment solution. Our assessment is comprehensive and designed to bring information to the planning process that powers up informed strategy development.

It drives commitment and learning through stakeholder engagement, research, and the management response process, not to mention the support it gives to resource mobilization.

Our solution is backed by MBA level training in Strategy, specialist training and experience in corporate strategy planning for government, international development programmes, balanced scorecard, result-based approaches, participatory planning, facilitation skills, research, organizational assessment, programme evaluation, programme design, project management, marketing, communication, LFA, planning for market systems development programmes, insurance, finance, accounts, and trade.

We can bring a team of experts or a single consultant to your solution.

One-on-one help and strategic executive coaching for new strategy planners, managers, and seasoned executives available.

At Magate Wildhorse Ltd value for money, comes at a price you can afford!

Made possible by our business model that was designed with you in mind.

Email: magatewildhorse@gmail.com | Message us via Facebook, Instagram, Twitter, or LinkedIn.

Let’s get the conversation going! Contact us today!

Available internationally!

Gender in Development Work, Is It Really New?

gender and development

 

 

 

 

 

 

Gender as a key consideration in development work is not new.

It is just being given greater consideration across different sectors and by more actors.

There is  also a shift in the primary, if not singular focus on the challenges and inequities faced by women and girls to include issues, impacts, and challenges faced by men and boys.

In fact, gender and development has been a topic in academic circles since the 1950s. It gained greater popularity and saw more forward action in the 1970s.

So, is it new to the Caribbean?

Absolutely not, as in the global community there is a greater focus and increased consideration by more actors in development.  One need not go further than The Message (1976), by Neville Martin which included political praise for  Jamaica’s Employment (Equal Pay for Men and Women) Act of 1975.

The lines “He gave I a message to all those people who nuh love progress, say to jook them with land lease, say to jook with land lease, jook them with the pioneer corps, jook them with the pioneer corps,  jook them with JAMAL, then you jook them with free education, jook them with free education, equal pay for women, equal pay for women”; jook them with the minimum wage”. Speaks to gender consideration in development in Jamaica for at least four decades.

In 1998, I joined the USAID funded ACES Project of the Construction Resource and Development Centre (CRDC), a Jamaican not-for-profit and Environmental NGO, that was established in 1983 to deliver and support work for improving shelter standards in Jamaica and the Caribbean.

Gender was a key component in the development of all training materials, social marketing, design and development of solutions, as well as in the management arrangement for solutions to be administered by community groups― where applicable.

The Women’s Construction Collective (WCC), a successful project of the CRDC, also established in 1983, with the purpose being― to provide employment, as well as to increase and improve the status and participation of women in Jamaica’s construction sector is another example of gender consideration.  The first cohort comprised of women from the inner-city community of Tivoli Gardens in Jamaica.

WCC shared compound with CRDC and part of my responsibility was to manage the information center that was served by both entities. In fact, though I was on a contract to the ACES Project (Advancing Cooperation for Water, Sanitation, Health and Environment), I quickly came to learn that once with CRDC you were expected to support and promote all its projects, current, and independent. With that came the opportunity to support the WCC and WHAL (The Women’s Housing Advice Line), and the Sanitation Support Unit (SSU).

Given, the connection between water, sanitation, health, hygiene, environment, women, shelter, and disaster mitigation (all areas of priority focus for CRDC)― it made sense that the projects were designed to support each other; and that together they provided a wholistic approach to problem solving under the CRDC banner, as well as through their individual operations.

The Sanitation Support Unit (based in Montego Bay),  was an Urban Environmental Sanitation Program. SSU was also funded by USAID, and as with the ACES Project, the Environment Health Project (EHP) was the Washington DC, based USAID implementing partner.

SSU worked with communities across Jamaica and was a key co-implementation partner to the ACES Project, though its core catchment communities were Rose Heights and Norwood in Montego Bay.

The  focus of SSU was the provision of:

  • safe and affordable sanitation solution that suit the protected the environment (hence the introduction of the VIP latrines, and upgraded models developed under the ACES Project).
  • hygiene and behavior change training, solutions, and improved sanitation infrastructure for improved health;
  • training in related areas, and the delivery of solutions related to safe-rooves and retrofitting of on its own as well as in collaboration with ACES;
  • the disposal of solid waste, food safety, black and grey water were addressed by both projects, and in all instances and for every intervention gender consideration, and gender responsive solutions were a big consideration.

Gender in development is therefore not new, and certainly not new in the Caribbean. My experience at CRDC is also not the only one, but it was among the earliest.

Planners and programme designers have been including gender in development interventions for decades. However, with the growth of the evaluation movement, greater focus on equity and inclusion by donors, and gender mainstreaming as public policy in many jurisdictions has resulted in increased interest and advanced application of gender in development.

Courses such as “Equity-focused and Gender-responsive evaluation”, delivered by EvalPartners, in collaboration with UNICEF, and the International Organization for Cooperation in Evaluation (IOCE), has also served to increase the consciousness of evaluators and planners, alike when it comes to including gender in development interventions.

Increased focus on development interventions in the sphere of Market Systems Development is also driving the popularity and integration of gender in development in the developing world.

So, why did I even think it necessary to write this post?

I have found that many individuals in human resources, and contractors are very excited by the concept and for some it seems so new that they are in doubt that there are significant pools of individuals with experience in applying gender in development in the developing as well as the developed world.

I have also found that some professionals new to development work or performance management and measurement seem to believe this is a new concept and practice.

While it might be a big deal, it is certainly not new.

Thank you for sharing your early journey into the sphere of gender and development.

We look forward to hearing stories from Canada, the Caribbean, and the developing world in particular.

By Meegan Scott

 


Glossary

Who nuh love progress – who do not like or act to support progress

Jook – jab, poke, or slap (used figuratively in post and song)

Land Lease – A programme aimed a redistribution of land and income in rural Jamaica

The Big Question of the Week ― What is a Corporate Strategy Plan?

On Thursday, February 28th we’ll be hosting a free Corporate Strategy Planning  webinar at Magate Wildhorse.

Many curious about the event had the following questions.

What is a corporate strategy plan?
Is it the same as a business plan?

Here are the differences between them.

While both plans are used for guiding organizations, they differ in scope, who, when, and how they are used.

Let’s start with the business plan.

The business plan is typically what a small or micro-business uses during its start-up phase. A large organization might also use a business plan for getting a new line of business or initiative off the ground. It supports the period of executing, testing and adjusting for viability at the start.

In a small nutshell, start-ups use their business plans to articulate, help them organize, and guide them in relation to why, how, who, and what they will do to produce their solution, market it, sell it, and make a profit.

 How they put the business plan to use:
  • To say what business, they are in;                                                                              The business you are in does not necessarily wear the same name as the products or services that you produce and sell.
  • To articulate how they will bring their solution from concept to a profit-making product or service, as well as the resources and actions that are needed to make that happen;
  • To define their customers, and say how they’ll reach them;
  • To say how they differ from the competition;
  • To highlight barriers, challenges, constraints and how they will work around them or remove them;
  • To help convince funders to invest in their businesses;
  • To tie a budget to delivering the planned solutions to the market and customers identified in that plan;
  • To highlight their strengths, weaknesses, opportunities, and threats;
  • To say what success should like including― the amount of money they intend to earn that year; and projections for another year or two; and
  • To say how they will wrap up the business in the most painless and beneficial if not profitable manner should there be the need to do so.

Now, let’s look at the corporate strategy plan.

The Corporate Strategy Plan is used by larger organizations with multiply programs and business units, or both. It is also used by entrepreneurs who have exited or is preparing to exit the start-up stage. Typical examples of such organizations are government departments, non-profit organizations, development programs, and larger private sector entities.

Big difference 1: The corporate strategy plan is used by organizations who are already in existence and who are looking to grow and improve.

How they use the Corporate Strategy Plan:     

  • To articulate the organizational strategy, the strategic direction, and for allocating resources in order to deliver the strategy.
  • To focus on agility, gaining the competitive edge over time, and incrementally, or completely within the plan period depending on how that edge is to be achieved.    It focuses on new capabilities and positioning to seize future opportunities.
  • To answer the question “where are we today?”                                                          The answer to which includes a focus on the organization’s results (including the financials), position in the market, etc.
  • To answer the question “where do we want to be?”                                             Here the answer focuses on the ambitions of the organization, the big problem(s) to be solved and for whom, objectives, and goals etc. It is in answer to this question that organizations arrive at what Jim Collins call BHAGs (Big Hairy Audacious Goals —pronounced Bee Hags). 
  • To answer the question, “What could prevent us from getting there?”
  • To answer the question, “How will we get there?”,                                              here is where priorities must be made and guide for tactics comes into play.
  • To answer the questions, “What should success look like?”, and “Are we on the same page?”, “Who is responsible for what?”
  • To guide execution.
  • To schedule time to step back analyze and reflect on the results, gather, and share learning (monitor, evaluate, assess), adjust the strategy, and improve.
  • It is also used is securing funding by government departments, development programs, and negotiating deals.

The Corporate Strategy Plan is usually elaborated into a 1-year Strategic Operational Plan asl known as the SOP or Operations Plan. The SOP contains details of what and how the first, second, third, fourth, or fifth year of the Corporate Strategy Plan is to be executed (Some entities use a 3-yr, 5-yr, and less frequently a 10-yr Corporate Strategy Plan)..

Corporate Strategy Planning, also known as long range planning should not start at the Board Retreat or the Strategic planning workshop.

Register here: https://www.facebook.com/events/2162653983818368/

To learn more you are invited to join us this Thursday, February 28, 2019 for a webinar on Corporate Strategy Planning.   Please visit the following link for details as well as to complete the registration form in order to receive a link to the webinar.

top question of the week strategy feb 26 smart

 

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Scoop on Magate Wildhorse Ltd ― get it here!

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Who Is Your Ideal Customer?

Who Is Your Ideal Customer?
 
We get asked the question ―What do you do, and who are your ideal customers so often?
And we are glad to answer it no matter how many times we are asked. After all we are here to understand your needs and to help you to better understand how we can help  or work together.
But, just in case you want to have a better idea before picking up the phone, or sending us a message,
I’m leaving a few quick answers at the link below.
 
CLIENTS, SERVICE DELIVERY PARTNERS, AND ASSOCIATES THAT WE SEEK
https://goo.gl/T4UyTg
 
Want to know how we can help you the professional or young manager? Want to know how we can help your organization, programme, or project? Your best chance ―hold that one-on-one conversation with us.
 
You’re welcome to message me, or call me up to learn more about the team, our service offer, and our wider service delivery capability.
 
But, if you’d still like to take a quick browse, visit our service catalogue on Facebook (No need to log in or to have a Facebook account, just click “not now” when prompted to sign in) https://goo.gl/t5iPzK.
 
Don’t fall in the trap of the inexperienced who believe it all lies in a CV, web site, or LinkedIn profile.
 
You might be surprised at some of the little gems of solutions that we offer.
 
Get in touch! Let’s start a conversation today!
contact us, let's talk remote strategic planning, request remote long-range planning, submit your virtual planning needs, schedule remote corporate strategy planning

When you need help with Corporate Strategy

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Sixth Anniversary Message

Warm and Up-Close Remote Strategic Planning

remote strategy planning, remote corporate strategy planning, corporate strategy planner, Toronto, Strategy Planning, virtual planning strategy workshops, strategy facilitator

“Remote strategic planning? Hmmm… I’ve got to say I am doubtful about that one. Strategic planning is too expensive, time consuming and important for me to risk on getting it done virtually”.

If that’s how you feel about remote strategic planning we couldn’t fault you for sharing that sentiment. Strategic planning is serious business and you would be foolhardy to take such an important risk with little information on how remote have worked for planning, or the advantages and drawbacks to it.

Moreover, when you are embarking on the strategic planning journey, both you and your team need a warm interaction with an expert who will do more than facilitate planning. You are likely looking for an expert in strategy as well as a facilitator who serves as an objective advisor. One who ask heads-back and chests-forward incisive questions for helping your team to rethink strategy, goals, objectives and actions. And by doing so ensures what your plan is doable, positions your organization for growth and account for risk. You also want someone to lead your team into reflecting on its history and results to date.

Today, 99% of strategy solution sponsors expect their investment to include an external sounding board, researcher, coach and mentor for helping their team to grow planning skills, experience and knowledge. With such a long wish list hinged on relationships, expertise, experience and time management it is easy to see why to someone unfamiliar with remote strategy planning would perceive it to be too cold and distant to deliver their expectations.

But as William Yeats (The Irish Poet, W.B. Yeats) says— “The world is full of magic things, patiently waiting for our senses to grow sharper.”  Remote strategy planning is one such magic thing waiting to help you grow a stronger organization.

Though odd, this open secret—fear of the unknown and failure is still a hidden factor that have dogged and crippled the leadership of many organizations when it comes to pursuing growth-focused innovation and strategy execution.  Making strategy planning happen when teams are scattered or budget is tight is not excluded from that scenario.

I’d say it’s a sad state of affairs that can be easily fixed. Do not allow fear to limit the impact of your leadership or options for developing and executing your strategy. Explore the exciting opportunities presented by low cost technology for remote planning and other strategic management activities.

Technology have come a long way in providing the virtual platforms that allows individuals and organizations to deliver face-to-face, warm remote interactions. Not to mention, the variety of software and applications that allows for democratic and group processes, stakeholder consultations, interviewing, surveys, data capture from social media and mobile engagement.

All of which provides for deeper learning, expanding knowledge and improving the quality of data on which to make predictions for developing your strategy, plan and related logic.

By now I believe you can see at least a glimmer of how strategic planning could work in a remote environment?

Our ability to gather information on context, clients, customers, suppliers, industry—you name it in addition to internal information for guiding decisions relating to the what and how for advancing your mission and delivering your vision have been enhanced exponentially by remote research capabilities.

On top of that opportunities for your team members to revisit planning sessions individually in their own time for increasing understanding and reflection are tremendous.

Cost is another big factor that have led some organizations to take the “do it yourself”, less objective and less effective though better-than-nothing approach. Others have sadly chosen to skip planning on a flawed assumption that they cannot afford it. International development agencies and large charities have come to see the benefits and cost savings that are available through both remote strategy planning and organizational performance evaluation.

They have come to see the benefits of leveraging technology to connect remote communities and entities with limited resources to top-notch talent.  Talent has come to realize the cost savings and value-added they can deliver through extended capacity to reach customers and stakeholders in faraway places in addition to those nearby.  Big business and organizations in large cities are increasingly turning to the use of remote planning solutions in order to save while including participation by team members in other towns, countries or cities.

You’ll find that UN organizations (United Nations) are among the large NGOs and intergovernmental organizations that are seizing such opportunities. So, what’s holding you back?

If you lack experience that’s not a problem, you must start somewhere.  If you fear it might not be right for you then, you have two options research to find out more then decide, try and see or both.

We understand that remote planning might not be right for every team, so we are willing to help you decide if it is right for yours.

We bring almost two decades of strategy and remote service delivery experience to helping you to decide.

What Goes into The Remote Planning Exercise

When planning with us the steps we’ll take will vary depending on the following: the experience of your team with strategic planning, remote planning, the stage of development of your organization, motivation to and purpose for planning as well as where you are on the strategy process continuum.

As it relates to the strategy process continuum it could be that you are in need of your first corporate strategy plan; or you are at a milestone and need a new strategic operational plan? It is also likely that you have come to the end of the implementation period for a program or a 3-5yr corporate strategy plan and is now in need of a strategy solution for developing the new plan.

In that case you may need an organizational self-assessment for assessing how you did in the past, strategy development, evaluation and planning for creating the new corporate strategy plan that will guide your next strategy execution period. Most organizations, experienced in planning would also invest in the combo of corporate strategy plan, operational plan and performance management tools (For guiding monitoring and evaluation during strategy execution).

Your Solution Unwrapped

Note: The following is not a step-wise process as the steps will depend on where you are on the strategy process continuum.

Depending on what’s right for you we put technology to work with human care and intelligence to take you through processes such as:

  • Eyeball-to-eyeball virtual meetings, conversations and document reviews for understanding your context, wants and needs;
  • Strategic identity creation, clarification or update (For ensuring mission, vision, values etc. are clear, relevant, inspiring and impactful);
  • Identification of your core resources, competence, aspirations, challenges and capabilities;
  • Strategic analysis, drawing on qualitative and quantitative research methods and tools for better understanding your external environment. At the end of which we will better understand how it will or could impact your organization in addition, to how your organization might influence the environment.

We do that by conducting an external environmental scan (PESTLE, STEEP, STEEPLE, SKEPTIC etc.). Having identified trends related to regulation, inflation, ecology, customers, competitors, stakeholders, suppliers among other things we revisit your strategic intent and organizational capacity (Your SWOT plus analysis) to determine the new competencies that will be required in order to get the job done. Technology comes in handy for helping us to engage in rich conversations with your customers, clients and partners live, or to through anonymous sharing— irrespective of distance.

  • Getting to an organizational development plan for you, here again we draw on the technology to present you with a user-friendly document plus face-to-face conversation that enables your leadership and management team to respond to our findings, recommendations and proposed strategy options for delivering your desired competitive edge. This forms part of your planned strategy formulation process.
  • During planning, remote technology enables us to create interactive tools for illustrating and sharing your strategy framework and strategy— articulated into your position, and objectives. From Board to staff will be able to tell what kind of strategy framework you have chosen (Ansoff Matrix, Stakeholder Model, Values Discipline, McKinsey’s Strategic Horizons, Balanced Scorecard or your own blend). Strategy and logic maps can be adjusted in real-time as your team think and re-think your objectives. Best of all they can be made available in a virtual room 24/7s for comments and ideas as they flow to and from your team.
  • Planning remote allows you even more time for bringing leadership and execution teams to a meeting-of-minds as they review scenarios, assess risks and assumptions and decide on trade-offs during the strategy evaluation and strategy elaboration You won’t miss out on live group brainstorm sessions, team building games or pictures of your team working together.

You’ll have plenty of opportunity to share what is working for your team during the planning process and to work out adjustments if necessary.

You may have noticed that we have covered several steps and activities before touching on strategy elaborationthe step or sub-process where the strategy gets translated into plans and workplans (Your plans will include strategic objectives, goals, indicators, quality measures, outcomes and outputs aligned with strategic intent, effort, timelines and resources).

Once the plan has been completed we will help you with the initial stage of communicating your plan. However, if we are engaged to assist with performance management and measurement we support you with full plan communication, additional help with identifying your emergent strategies, analyzing your performance results and triggering strategy update.

Challenges of Remote Planning

In exchange for deeper learning and broader participation your team will need to prep ahead for remote planning. This means using online time converters and e-calendars (outlook, yahoo and or google calendar) for scheduling.

In some instances, you and/or your team may be required to learn new skills for working in virtual planning rooms, accessing web conferences, participating in e-groups or completing online surveys.  Most teams we have met have enjoyed learning those skills. Older Board members might be averse to using some e-tool, depending on their experience with technology. Nonetheless we have been able to include technology challenged individuals in remote planning sessions.

The planning process may be stretched over a longer period of time. Some groups can manage a typical 4-hour virtual planning workshop (Plus lunch and refreshment breaks) while some can only manage two hours.

You may need to check on computers, microphones and plan seating arrangement for you team ahead of the session depending on the set up we agree. It is possible to have a session without you having to consider seating or computers. But we will guide you in setting up your room as the facilitator would have if required.

Love your flipcharts? We will tell you how to make that happen during remote planning.

Expect a session or two where technology might fail and a reschedule maybe required.

Discipline for completing related assignments is required.

You may need to plan and secure refreshment and meals for your team.

Could It Be Worth Your Investment?

We believe that the challenges above are small compared to the benefits of having a plan that includes:

  • a clearly articulated strategic intent,
  • is easy to use for guiding the delivery of the results you planned,
  • makes performance management easy,
  • is doable, affordable and communicates the what and how of your strategy effectively both internally and externally.

When a solution is designed to fit your needs and budget and still allows you to access the expertise and help of a strategy expert, facilitator, strategy analyst, strategy finder, sounding board and performance improvement catalyst, we believe it’s worth the while.

Still on the fence?

Schedule a remote face-to-face connect and clarify session today!

Ccontact us, let's talk remote strategic planning, request remote long-range planning, submit your virtual planning needs, schedule remote corporate strategy planninglick the “let’s talk button” to submit your needs, name of organization, location and three possible meeting times.

Meegan Scott is a strategic management consultant with almost two decades of experience in strategy and remote (virtual) service delivery.

 

Copyright © 2018 Meegan Scott
All Rights Reserved

 

My Checklist – Getting Ready for Business Growth 2018

Warning! This is only for entrepreneurs and organizational leaders who are serious about growth and active strategic thinking?

How serious are you about getting value for your consulting, marketing or strategy execution dollar?

If you are very serious you will act to ensure your service provider knows and give you exactly what you need for the best price and in time — we’d like you to help us to be the ideal service provider.

This will take a few minutes and real thinking, so let’s get started right away.

After you have helped us to get it right we’d like you to try this for your business or organization too.

But don’t stop there we’d also love to hear from you regarding how it worked for you.

Our audience would also love to know how this exercise worked for you. Thank you for sharing on at: https://goo.gl/6gC4Yc

How to Help

Help us to bring the action section of the table below to life by answering one or more questions in the Action panel. Thank you for typing the question number along with your answer.

We thank those who answer all of our questions.

Students and academics are also welcome to share.

Click here or the link below to view table in PDF format.

table help get 2018 right. v.2.0

table help get 2018 right2

Double click the image to view – created by Meegan Scott

“Early bird catches the fattest worm”.

Get ready to grow in 2018 and thank you for helping us to grow along with you.

Hey, do this for your agribusiness too!

readyforacceleratedgrowth2018

Meegan Scott

Copyright © 2017 by Meegan Scott and Magate Wildhorse. All Rights Reserved