STRATEGIC PLANNING GRAPHIC WORKSHOP WELCOME
STRATEGIC PLANNING GRAPHIC WORKSHOP
Learning & Development SLIM Dubai
A TEAM CHALLENGE
Reflection
1. How many teams managed to finish the puzzle?
2. What was challenging in the process?
ONE CONTRIBUTION I AM PROUD OF AS A SHANGRI-LA LEADER…
Why STRATEGIC PLANNING?
TODAY’S PURPOSE
STEP 1: ASSESSING OUR CURRENT REALITY
STEP 2: DEVELOPING A STRATEGIC VISION PART 1.
Activity: In your group 15 minutes
Thinking of the future of your hotel and the way you would like it to be perceived among stakeholders,
brainstorm in your groups positive, emotive words that your team would like to suggest to be part of the
future vision. Using a phone per team, provide 3 final words for each team
STEP 2: DEVELOPING A STRATEGIC VISION PART 2.
Activity: In your group 15 minutes
Incorporating the selected words, create a brief statement that describes the perfect future vision for the hotel. Example: “By the end of 2019, Shangri-La ________ will be…”
Using a phone per team, input the statement into Menti.
STEP 3: IDENTIFYING STRATEGIC PILLARS
Activity: In your group 20 minutes
Thinking of the future vision created earlier today, think of maximum 5 working themes.
Working themes (Strategic Pillars) are areas that if we work on them then we will be able to achieve the vision.
These themes are broad, they are not action plans.
STEP 4: IDENTIFYING STRATEGIC CHAMPIONS
Activity: Individual
Now that the Strategic Pillars have been identified, you will need to choose one particular Pillar to join.
You will be collaborating with the colleagues who also volunteer in the same pillar.
Using the post-its, please put your name in clear writing in the pillar you want to belong to.
STEP 5: IDENTIFYING THE CHALLENGES AHEAD
Activity: Everyone 10 minutes
Let’s all visit the Graphic Plan. Brainstorm using the Post-Its: What are the challenges that we may
encounter ahead when trying to execute/ materialize the strategy? What can be on the way? What are the obstacles?
STEP 6: IDENTIFYING OUR SUPPORTS SYSTEMS
Activity: Everyone
Let’s all visit the Graphic Plan. Brainstorm using the Post-Its: What support systems can you use as a team
in order to remove the obstacles and challenges that you will face when trying to materialize your strategic plan?
LET’S VISIT OUR PLAN SO FAR
WHY TO INVEST TIME IN STRATEGIC PLANNING?
Source: Harvard Mentoring Platform – Understand Strategic Thinking
PERSONAL REFLECTION ON STRATEGIC THINKING
Complete the following personal assessment. For each descriptor you will need to give yourself a score from 1 to 10. Low scores mean that you do not do this often. High scores mean that often you do the behaviour presented.
SCORE
SCORE
INDICATOR
INDICATOR
I find ways to resolve issues at work using non-conventional ways challenging my creativity.
I feel more comfortable resolving issues following traditional ways from the past.
I anticipate opportunities at work and lead change embracing new practices, being proactive.
I spend most of my time at work responding to daily things and have little time for new ways. Self-development practices are on hold at the moment because I am too busy with other things.
I spend time in self-development.
It is easy for me to identify my priorities and to allocate time to execute them.
I know my priorities but because of time limitations I have to push them back and focus on the now.
I open spaces for my colleagues to share new ideas.
I expect my team to follow the established processes
I enjoy finding multiple ways to achieve something, I am flexible in my approach to decision making. Although I operate in the present I find time to focus in a long-term plan with identified potential outcomes I am curious to learn new ways, find alternatives and to implement them when appropriate
I prefer to follow a well known path to success that I have used in the past, this minimises making errors. I spend most of my time managing the present, as such there is little time for long term planning Because of my experience I prefer to use the same methods that have contributed to my success in the past
WHEN A BUSINESS GOES WRONG!
WHEN A BUSINESS GOES WRONG!
1. What negative factors
contributed to the failure of the organisation?
WHEN A BUSINESS GOES WRONG!
2. What could have been
done to prevent this failure?
EXECUTING A STRATEGY requires
COMMUNICATION
CLARIFY DECISION RIGHTS
MAKE STRATEGY EVERYONE’S JOBS
ENSURE ALIGNMENT
TIME TO RE-GROUP
IN STRATEGIC CHAMPIONS TEAMS
30 DAYS ACTION PLAN GUIDELINES
SMART model
•
Emphasise actions on: - Setting up collaboration structures - Communication actions - Reviewing information (data)
•
• Always ask yourselves: do my actions support the Strategic Vision?
Example:
Strategic Pillar: Innovative guest offers
Actions: - Identify current products and services in the hotel that seem to be perceived as boring and traditional. - Investigate world best practices on innovative products and services in the Luxury Hospitality services and summarise with a presentation. - Create an “ideas box” for colleagues to answer the question: based on conversations with the guests: What would they like to have/see in our hotel that we currently don’t have?
30 DAYS ACTION PLAN EXAMPLE
INVOLVEMENT
ACTION
OBJECTIVES
PROCESS
TIME
• Identify what current products and services require re-development to add innovation to the guest experience. • Research what current trends are happening globally in the world of Luxury hospitality associated to innovative product and services. • Design a small action plan with 3 items that will be redesigned and piloted for the guest, assess feedback and impact.
Make a list with products / services in the guest touch points and find feedback from TrustYou and DR3 that provides insights on whether the guests like it or not. Website search on competitors globally to identify what they are offering to the guess – collect findings in a presentation.
Strategic Project Team for this pillar.
Week 1
Innovation Product Assessment
Other strategic teams will attend the presentation on findings. Level 1, 2 and 3 leaders to provide feedback on the 3 selected items.
Week 2
Visit a hotel and try a service to assess if there are any “new” items (rituals, offers)
Weeks 3 and 4
With the strategic team, using all the information collected prioritise in 3 items that need to change (F&B, Rooms, Spa).
60 DAYS ACTION PLAN GUIDELINES
SMART model
•
Emphasise actions on: - Re-design of processes and practices - Establishing monitoring structures (ways to measure outcomes)
•
- Medium-level complexity actions - Team training on new practices
• Always ask yourselves: do my actions support the Strategic Vision?
Example:
Strategic Pillar: Innovative guest offers
Actions: - Design a visual map that presents the new / enhanced products and services and where it lays in the guest experience (touch point) - Write guiding process / SOP / - Add 2 questions in guest survey to measure impact of Innovative products / services - Design a 1 hour fun training for the team to learn about the new product / service
60 DAYS ACTION PLAN EXAMPLE
INVOLVEMENT
ACTION
OBJECTIVES
PROCESS
TIME
Innovation Product Implementa- tion
• Integrate new product and service into the guest journey
Design a visual map that presents the new / enhanced products and services and where it lays in the guest experience (touch point)
Strategic team + Marketing leader
Week 5
• Communicate teams clearly the process that informs the implementation of the new service
Week 6
Strategic team + operational team
Write guiding process / SOP /
Identify impact in the guest experience
Add 2 questions in guest survey to measure impact of Innovative products / services
Strategic team + Quality Leader
Week 7
•
• Develop awareness and mastery of the new product / service
Strategic team + L&D leader
Week 8
Design a 1 hour fun training for the team to learn about the new product / service
90 DAYS ACTION PLAN GUIDELINES
SMART model
•
Emphasise actions on: - Monitoring consistency and compliance - Promotion of new service and product - Analysing business analytics to identify long-term impact - Identify flaws and re-create if necessary - Stop if results are not positive
•
• Always ask yourselves: do my actions support the Strategic Vision?
Example:
Strategic Pillar: Innovative guest offers
Actions: - Evaluate level of knowledge of the teams with regards to the new product/service - Design marketing collaterals, include in Web channels for guests to know more - Identify, analyse and consider business metrics as they relate to this product and service - Connect with hotel Balance Scorecard
90 DAYS ACTION PLAN EXAMPLE
INVOLVEMENT
ACTION
OBJECTIVES
PROCESS
TIME
Ensure colleagues are fully conversant and promoters of the new product / service
Evaluate level of knowledge of the teams with regards to the new product/service through a Menti competition. Design marketing collaterals, (prints) include in Web channels (digital) for guests to increase awareness. Identify, analyse and consider business metrics as they relate to this product and service Using the Global BSC and KPIs find a way to connect the new product and service (making it a sustainable action)
Strategic team + L&D leader + Colleagues
Week 9
Innovation Product Consolidati on
•
• Integrate new product/service in the annual marketing plan
Strategic team + Marketing team
Weeks 10 , 11
• Promote new product and service through different channels
Strategic team + Quality Leader
Week 12
• Monitor guest feedback to assess impact
Strategic team + Corporate Office
Week 12
• Integrate with Global High Level plans
IDENTIFYING KPIs.
KEY PERFORMANCE INDICATORS
MUST MEASURE THE RIGHT VARIABLE
MUST BE REPORTED IN FACTUAL FORMATS
MUST BE EASILY TRACKABLE
MUST RELATE TO BUSINESS METRICS
MUST BE CUMULATIVE
THE CHALLENGE IS…
It is in our nature to “make assumptions” in order to explain something. Especially when there is lack of information.
It is easy to believe that there is one cause (one factor) that has led to a certain outcome, instead of thinking of the many “variables” that may influence a particular outcome.
AN EXAMPLE…
We are asked to create a training program about self-motivation for our leaders in the hotel because they seem unhappy.
SELF-MOTIVATION
HAPPINESS AT WORK
AN EXAMPLE…
We are asked to create a training program about self-motivation for our leaders in the hotel because they seem unhappy.
HAPPINESS AT WORK
SELF-MOTIVATION
SELF-MOTIVATION
COFFEE INTAKE
HAPPINESS AT WORK
BEING IN “LOVE”
TIREDNESS LEVELS
PLANNED HOLIDAYS
NO. OF YEARS IN JOB
PUTTING EVERYTHING TOGETHER
HOTEL STRATEGIC PLAN
STRATEGIC PILLARS PLAN
COMMUNICATION
ENSURE ALIGNMENT
CLARIFY DECISION RIGHTS
MAKE STRATEGY EVERYONE’S JOBS
“Working hard for something we don't care about is called stress; Working hard for something we love is called passion.” ― Simon Sinek
STRATEGIC PLANNING GRAPHIC WORKSHOP
Learning & Development SLIM Dubai
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