Quais ferramentas você usa para implementar a estratégia de negócios?

Have a vision that is clear and simple, one that you and the rest of the leadership team can passionately stand behind. Make sure when you are onboarding new people to the business that they get the message direct from a leader, share your passion with them so they feel that passion too!

💡 The creation and refinement of vision and mission statements are pivotal in steering organizational strategy. Here are some key aspects to consider. 🌟 Evolution Over Time Vision and mission statements should evolve as market dynamics and capabilities change, ensuring alignment with the current business landscape and future goals. 🔍 Depth of Engagement These statements must deeply resonate with all employees, embodying the organization's culture and guiding daily decisions. 🔗 Alignment with Strategy They should align with the overall business strategy, translating strategic objectives into a clear narrative for long-term goals and short-term actions.

Having a clear vision and mission of your organization provides transparent overlook of the team purpose… purpose is the core of the fundaments of the team! It gives everyone in the organization the same flare to achieve objectives, believe everting can be done and there are no boundaries when working as a cross functional team yo near the mission and get closer to the vision.

Implementing a business strategy can involve a variety of tools and approaches, but three commonly used tools to help organizations execute their strategies effectively are: 1) Strategic Planning Software: Strategic planning software provides a digital platform for organizations to create, document, and manage their strategic plans. 2) Key Performance Indicators (KPIs) Dashboards: KPI dashboards are tools that allow businesses to monitor and measure their performance against strategic objectives and targets. 3) Project Management Software: Implementing a business strategy often involves numerous projects and initiatives.

Start by defining what you mean by "strategy" because the word has as many meanings as the people using the word. I used : "clearly defined and quantified objectives (there is a finish line) AND a plan to achieve them within a communicated timeframe, associated with markers to check against to make sure you are on your merry way (aligned with objectives and plan). There is more than one path to contribute to the objective but you can't stray too far from the main bearing.

We need to untangle strategy from strategic planning or even tracking of initiatives. Real strategy is about choices - to invest or divest, to enter a new market or exit, to transform the business with new tech, to listen to your customers and follow them to a new channel. These are just examples but this what strategy REALLY is. It’s not vision statements, KPI’s, and SWOT’s. Some of those things help to inform the choices and others help to track the success of your strategy. A very different thing, indeed.

Here's what's top of mind for me. To steer your business effectively, set clear, timely objectives mirroring your mission. Track them using KPIs. Think: aiming for 10% growth (objective) and measuring monthly sales to gauge progress (KPI). Ensure these tools reflect real-world goals and offer actionable insights for your team.

Porters Five Forces - This is essential for all business to keep track of the five forces. Porter's 5 forces are: 1. Competition in the industry 2. Potential of new entrants into the industry 3. Power of suppliers 4. Power of customers 5. Threat of substitute products As the industry dynamic changes, the above always changes as well. So you need to continuously keep evaluating these and never be complacent.

Having relevant KPI with complementing strategy to achieve business goals goes a long way in growing business. Every KPI must have a written SOP for implementation of the strategic plan and achieve desired results.

With KPI we will know, how to improve ourselves. But not to be tag along with that. For improve yourself there is other way which can improve you. Always see the plus of you and dig for the best. Not learn the minus of you.

The balanced scorecard translates strategy into action. Think of it as a dashboard. Just as a car dashboard shows speed, fuel, and direction, the scorecard provides a snapshot of financial health, customer satisfaction, operational efficiency, and employee growth. By monitoring these, you can drive your business towards its goals efficiently. You must adjust when needed, ensuring all departments move in harmony with your strategy.

I love using a visual Balanced Scorecard as a consistent communication tool for most audiences. Keeping the format simple — like a circle with 4 quadrants — will make it easily recognizable and help people to quickly understand the information.

Balance scorecard is a powerfull tool that let you fix the way of the vision, mission, strategic goals and KPI´s to traduce them into action needed to be developed. It is a toll that translate direction and strategy into action and let you monitor and control the evolution of the performance achieved.

Imagine you were learning tennis. You need to learn so many things - serving, forehand, backhand, position, speed, tactics etc If you learnt just one you would be excellent at it but poor overall...that is why a balanced scorecard is needed

Ansoff Matrix (Igor Ansoff): Proposed by Igor Ansoff, this matrix outlines four growth strategies: market penetration, market development, product development, and diversification. I have found this very helpful to devise growth strategy for different industries.

A SWOT analysis is your business's self-check. Think of it as a medical check-up for your business. Just as doctors identify health strengths and areas of concern, SWOT pinpoints your business strengths and areas needing improvement. By knowing where you stand, you can maximize strengths and address weaknesses, ensuring your strategy is robust against challenges and primed for opportunities.

Created by McKinsey & Company, this framework examines seven internal elements (Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff) to ensure alignment and effective implementation. Every business can test their effectiveness against these.

SWOT analysis may not always capture the full complexity of a situation. Adjustments may be necessary for optimal outcomes in complex and dynamic environments. Input: Participants' perspectives and knowledge heavily influence SWOT analysis outcomes, leading to biases. Use exercises and visual canvases to broaden perspectives and validate input. Outcomes: SWOT analysis does not prioritize factors, which can lead to a failure to focus on critical issues. After completion, cluster and dotvote to see the bigger picture. Finally, make the insights actionable: SWOT analysis identifies factors, but you need actionable strategies. Offer clear guidance on how to convert insights into tangible plans. Consider using a Who-Do canvas.

Most of time, organizations rely on people brainstorming and interactive sessions to generate ideas for the SWOT analysis. This by itself is fine since such ideas are based on experience, intuition, and sound judgement. However, a truly effective SWOT analysis requires an equally if not more extensive data analysis to ensure that subjective opinions are validated by data evidence. @Hermen Lutje Berenbroek is right. Solely relying on stakeholder inputs will lead to bias in decision making.

A Swot is just an analysis, that can be biased by the actors involved on its conception. It’s just a tool. For a strategy implementation, the misión, vision, are key, then the KPIs to measure the progress it. Eventually, in case the team is not accurate or do not accomplish the steps leading to strategy, i recommend a balance scorecard, as an effective tool to link strategy and tactics.

In my experience this is the part of the strategy that gets the least amount of focus but is the most important for the employees that you want to bring along with you. It can be easy for senior leaders to see how to get from current to future state. But the employees that will help drive that change often need to see the “how” behind the “what” in order to be able to get behind a strategy. I’ve found it helpful to break the strategy down into what needs to happen this year, next year and the year after etc so that employees can see the path from “here” to “there” and it’s also easier to identify priorities each year and see how you are tracking to the goals the strategy has set.

The action plan is your guide to achieve the strategic goals. Without it you won´t know where you need to go. It must be follow and control regularly to detect deviations and take decisions during their development to be sure you can achieve the strategic goals successfully.

Every strategy and business plan needs to have an action plan. It is important to structure the activities in a way that will leverage the progress that is made that will drive help drive momentum. The order of which a business plan is actioned can have meaningful different results. This is were the action plan can help visualize and help identify synergies. It helps force the business plan to be logical.

Yes, agreed that all these tools are effective, however, when the participative approach is followed wherein the employees take part in setting the targets with clear sense of its being achievable coupled with their expectation under a clearly defined reward / recognition system. The essence is to take along the employees as important stakeholders beyond the mere / traditional approach of them being treated workforce/labor only against the fixed wages.

If you can’t see it, you can’t do it ;-) Engage stakeholders to co-create your action plan through Visual Collaboration. Reveal organizational challenges and opportunities visually on the wall to ensure people are engaged, take ownership, and understand the interdependencies. Compose a visual action plan to capture your planning efforts. A visual action plan is an effective reference point to ensure people have a shared foundation to prioritize work and move forward.

Your plan wont be perfect first time. Things always dont go to plan.... So make sure you find out what is going wrong.... There is always feedback out there - you need to listen to it....

On feedback, listening to your customers feedback as well as your employees on what works for them in the business is one way of refining your business strategy and tactics to meet the needs of the market. Adjusting and horning your strategy so that it meets the needs of the clientele will put you above the edge making the business sustainable.

As a fully remote organisation, we had to add an additional stage in the feedback loop. We ask all our our employees to create their own loops before communicating with line managers. 1. Humility - Know your strengths and weaknesses. 2. Reflection - Why you failed or succeeded 3. Initiative - What can we do together to repeat your successes and avoid the failures.

Make sure that you're empowering both employees/team AND customers (and quite possibly vendors as well) to give open feedback. They need to feel like they can safely tell you honestly what they're seeing/experiencing, AND that you'll take their feedback seriously (even if you don't implement on it). If they feel like their voice doesn't mean anything, they'll stop talking very quickly. (At least - they'll stop talking to YOU about things...)

What tool do I use? Chatgpt, SWOT, DCF analysis, gantt chart...er... it can be many. But, I would say meeting room. alignment with stake holders, being other decision makers (department head), shareholders, the key team who are going to execute the strategy, etc.

Implementing business strategy requires a range of tools and methodologies. Project management software, such as Asana or Trello, helps plan and execute strategic initiatives. Analytics tools like Google Analytics or Tableau provide data-driven insights. Customer Relationship Management (CRM) systems, like Salesforce, assist in managing customer interactions. Balanced Scorecards and OKRs help measure and track strategic performance. Collaboration platforms like Slack or Microsoft Teams foster communication and alignment. Additionally, continuous improvement methodologies like Six Sigma or Lean can enhance operational efficiency. The choice of tools depends on the specific needs and objectives of the business strategy.

In business strategy, it's essential to remain agile. For instance, as you deploy tools like SWOT, be prepared for sudden market changes. Let's say a competitor launches a similar product; quickly reassess your strengths. Always prioritize open communication with your team, because ground-level insights can reshape your strategy effectively.

A visual approach is crucial for business strategy implementation. It explains complex ideas, drives engagement, and enhances problem-solving and co-creation. Visual tools like canvasses and strategic roadmaps facilitate team alignment and planning. Moreover, visual storytelling makes strategies relatable and adaptable, ensuring organizations can respond swiftly to changes.

A lot of business strategy nuances change with the scale of business. For instance, if you are a zero-to-one business, then it is imperative to not have a very rigid medium to long-term action plan. This is because you will have constant new developments, and therefore the activity of making an action plan will look wasteful. Instead, find the small things you are certain (at this point in time) that you need to complete, and add a backlog of good-to-do items. And, as you cross out and/ or mark items complete you can go to the good-to-have list for finding the next set of activities.

The best strategies in business are developed with the input of the strategic 'actors' or implementors. Alignment of mission, vision and objectives makes it easier to have KPIs that are realistic, goals that are achievable and you are more likely to develop an agile strategy. All components of the strategic planning process are key, but the people, the leaders who will be responsible for driving the strategy need to be part of the process.