Your team is struggling to develop a business strategy. How can you find the best resources to help them?

My approach to developing a business strategy starts with a simple step: assessing needs. By understanding your objectives, challenges, team strengths, and required skills and tools, you pinpoint where support or expertise is necessary. It's like mapping out your journey before setting off, ensuring you have what you need to reach your destination effectively. This assessment sets the stage for a strategy that's tailored to your unique circumstances, paving the way for success.

Pour développer une stratégie commerciale efficace, on peut envisager les étapes suivantes : 1-Effectuez une analyse SWOT . 2-Considérez les retours clients et menez des enquêtes de marché pour comprendre les besoins du public. 3-Consultez des experts en stratégie commerciale pour bénéficier de conseils spécialisés. 4-Organisez des séances de brainstorming avec votre équipe pour stimuler la créativité. 5-Recherchez des études de cas réussies dans votre industrie pour inspirer des approches efficaces. 6-Restez informé des tendances du marché et des nouvelles technologies pour rester concurrentiel. 7-Collaborez avec des consultants externes si nécessaire pour apporter une perspective objective.

A comprehensive strategy must begin with a thorough analysis of the broader environment and specific industry trends. This dual focus ensures a holistic understanding of the external forces at play. Equally crucial is an introspective look at the organization's current capabilities and resources, clearly showing its strengths and limitations. This foundational knowledge is key to identifying and addressing gaps effectively. Three key takeaways: Balance external trend analysis with internal capability assessment. Use this dual insight to identify and understand organizational challenges. Strategically address gaps based on this informed understanding.

Strategy needs concrete and comprehensive information about; 1. The market your company is working in 2. Short-mid-long trends that will affect the way of doing business in the market 3. How can we respond to these trends. Answering these questions will be enough to assess where we are, where we would like to be and with what actions.

Upskill your team. Before going into the steps of finding the right resources, evaluate what does "strategy" mean to you and your team. Strategy as a word is thrown around a lot. In my experience, there needs to be a clear articulation definition of strategy in context of an organization to be able to upskill your team on the art and science of creating a strategy.

It's crucial to explore various resources. Books and articles provide foundational concepts, while online courses offer practical skills. Mentors bring personalized insights, but they can be time-consuming to find, and consulting services provide tailored, expert support. To maximize your strategy's effectiveness, consider a balanced approach. Start with books and articles for a solid foundation, add online courses for practical knowledge, seek mentorship for customized guidance, and if feasible, invest in consulting services for a comprehensive and tailored strategy. This blend of resources will help you develop a business strategy that not only meets your needs but also sets you up for success in the competitive business world.

Developing a strategy should start with understanding your macro (Environment) and micro trends (Industry), internal capabilities and current positioning. Only then can you start to think about the options that you have. This should allow you to make some strategic choices. Be sure to include aspects such as scenario planning in your formulation, as you need to understand if the strategic options are a good fit for the various scenarios.

The Future Business Map is a great option. It uses seven company contexts to obtain a strategic picture of the situation: 1. Drive: What is the vision, identity of the company? What is the purpose? 2. Trends: What are the long-term and short-term change movements? 3. Customers: Which segments, needs and problems should we address? 4. Organisation: What resources, skills, structures and processes make sense? 5. Partners: Which partners do we need? 6. Pffer: How do we design products, services and information? 7 Resonance: How do we process feedback?

Once you clearly know your current state, the desired future state, then you will be ready to look at your options for the path you need to take. There's not single path to take you to get your team the support they need. You will have to define the alternatives and assess them in both benefits and costs. The costs should include not only money, but also time cost, the cost of missed opportunity, etc. And the benefit should include a time factor, accuracy, credibility and how actionable the alternative is. There are several techniques to compare different options, but the most important aspect will be understanding all the benefits and all the costs.

Gather market intelligence and business strategies of competitors, their key capabilities and strengths. Identify your own position in the market and the strengths that you most aligned with your objectives.

When selecting resources to develop your business strategy, it's essential to align them with your specific goals and challenges. Assess their credibility, accessibility, and effectiveness. Choose resources that genuinely add value to your strategy development process, ensuring they meet your unique business needs and objectives.

Be aware of what you need to achieve, then, how best to achieve it. Learn your lessons throughout - do not repeat mistakes... take advantage of the resources available, and if they are not available, prepare a case to have the top management provide some and you will be going on your way. Always remember to evaluate, and review - the strategy is not carved in stone... I remember we used to have a forecast and then comes the actual, and we have to indicate why there is a difference, was there a sudden major event that we did not take into account when preparing the forecast... or we did not understand our work properly - anything more than 10% means the process needs some tweaking.

This requires 3 steps: define benefits, define costs, and allocate weight to each variable: 1️⃣ The costs should include not only money, but also time cost, the cost of missed opportunity, etc. 2️⃣ And the benefit should include a time factor, accuracy, credibility and how actionable the alternative is. 3️⃣ There are several techniques to compare different options, but the one I prefer is to assign a different weight (on a scale of 1 to 10) to each variable. This will provide a weighted costs vs. benefit ratio that you can then use to select the top options.

Al enfrentar desafíos en el desarrollo de una estrategia comercial, evaluar criterios específicos es esencial para identificar los mejores recursos. Define claramente las necesidades y metas de tu equipo, estableciendo criterios claros para la selección. Al enfocarte en aspectos como la experiencia relevante, la eficacia comprobada y la alineación con los objetivos, podrás discernir los recursos que mejor se ajusten a tu contexto. Esta evaluación cuidadosa garantiza que los recursos elegidos estén alineados con las demandas únicas de tu equipo, proporcionando la orientación necesaria para superar obstáculos y avanzar en la estrategia comercial.

Selecting strategic resources demands precision. My criteria focus on relevance, quality, accessibility, and effectiveness. Each resource must align with your goals and challenges. I prioritize resources from credible sources, valuing reputation and proven expertise to guide our decisions. The effectiveness of these resources is paramount—they must offer actionable insights and a clear competitive advantage, directly contributing to our strategic milestones. In essence, our chosen resources are those that promise tangible value, driving us closer to our objectives with reliability and practicality.

Business strategy lays at the heart of any organization. It must comprise the dreams (vision), ways of doing things (processes), mindset (organizational culture), availability of resources and, most important, goals (unmet needs) to be achieved. I consider a (huge) mistake not to take all of these into account and, therefore, I can't stand a strategy that doesn't engage and involve the people who will actually make it happen.

Engaging your team in the process of selecting and utilizing the best resources is essential for achieving alignment and maximizing the effectiveness of your strategy. They can provide valuable input, feedback, and collaboration, leading to a more coherent and effective strategy. Encourage open communication and active participation to harness their collective skills and knowledge.

Engage. Communicate. Educate. Replicate. Always start with your team. A strategy should be described in a crisp and simple manner by others. Once this is accomplished the road to implementation becomes more plausible. There will always be ambiguity and discoveries down the road. The process of rinse and repeat gets you closer by using the E. C. E. R. Cycle. The real learning will start several months into operations, and will make what needs to implement much more clear. Building strategy is a continuous cycle based on your team.

Enfrentar desafíos en el desarrollo de una estrategia comercial requiere la participación activa del equipo. Involucrar a los miembros en la identificación de recursos garantiza una comprensión profunda de las necesidades y fortalezas internas. Fomenta la colaboración y la diversidad de ideas, permitiendo que cada miembro aporte perspectivas valiosas. Además, esta participación crea un sentido de propiedad y compromiso, fortaleciendo la cohesión del equipo. Aprovechar la experiencia colectiva no solo mejora la calidad de la estrategia, sino que también cultiva un ambiente donde todos se sienten parte integral del proceso de toma de decisiones.

This is such a basic responsibility of any leader, it's not unique to strategy or to when teams are struggling. But it's twice as important to engage teams that are struggling because this is when they need a leader with a vision more then when all is going well.

In the final step, reviewing results and measuring resource impact on your business strategy is essential. Track progress, compare with goals, celebrate achievements, and address challenges. This ongoing evaluation keeps your strategy dynamic and adaptable for continued success.

If you want to improve the process (or the performance of the team in this case), you need to measure the performance vs. the targets. It's only by measuring that you can have data driven discussions and adjustments.

Rotinas de acompanhamento e métricas para mensuração são cruciais para avaliar a evolução do planejado e também para manter o engajamento do time.

HAY QUE REALIZAR ESTOS PASOS Definir los objetivos. Realizar una investigación adecuada. Identificar todos los riesgos. Programar todos los hitos. Asignar tareas. Asignar recursos útiles.

Revisar los resultados es crucial al enfrentar desafíos en el desarrollo de una estrategia comercial. Evaluar el rendimiento pasado proporciona insights valiosos para identificar qué recursos y enfoques han sido efectivos. Este análisis retrospectivo permite ajustar la estrategia actual, enfocándose en las tácticas que han demostrado éxito previamente. La revisión de resultados también sirve como base para la toma de decisiones informada, guiando al equipo hacia soluciones más efectivas y eficientes. Al aprender de experiencias anteriores, se optimiza la utilización de recursos, incrementando las probabilidades de un desarrollo estratégico exitoso.

Adjusting your approach is crucial in strategy development. Based on feedback and results, revisit your resource choices and criteria. Explore new tools that could further enhance your strategy. Integrating diverse resources offers a more comprehensive support system. Learn from best practices and insights of others who've navigated similar paths. This iterative process ensures your strategy remains relevant and robus

Be flexible and ready to pivot your strategy based on insights. The food and nutrition industry is particularly susceptible to shifts in consumer preferences and regulatory landscapes. If new research suggests a change in consumer attitudes towards certain food additives, be prepared to reassess your product formulations.

Contribuo aqui, com alguns insights vividos por mim. Enfrentando desafios na elaboração da estratégia de negócios, busco sempre alternativas para aprimorar o processo. Em vez de seguir abordagens convencionais, adoto uma postura flexível e experimental. Avalio diferentes caminhos e, ao identificar lacunas, ajusto a direção. Uma dinâmica de brainstorming envolvendo toda a equipe, proporcionando um espaço para diversas perspectivas para mim, é fundamental. Essa abordagem colaborativa estimula criatividade e permite a emergência de ideias inovadoras. Além disso, exploro plataformas de crowdsourcing para coletar insights externos, enriquecendo nossa compreensão do mercado. Aprendizado: sempre adapto o processo a uma mentalidade de aprendizado.

When I see a member of my team stuck on a challenge. The first point we work on is the holistic view of the process. This way we can adjust the approach to solve the problem.

El enfoque va primero, sin enfoque no hay nada, y antes del enfoque esta el gol, a que le queremos apuntar. Yo utilizo el modelo grow de coaching y ahí lo tengo todo de forma muy simplificada. Los equipos comerciales necesitan simplificación, mucho trabajo orientado y mucha investigación ademas de la q1ue aporte mercadeo. Mucho trabajo en equipo, publicidad, mercadeo y ventas, juntos. Y mucha calle, mucho contacto con el consumidor final.

Strategy development, evolution is culmination of many things. It cannot be mastered just by reading strategy development frameworks, it is perfected by practice & practice. First thing is to equip oneself with information, deep information on the subject. Second is to internalise that information, thinking about it repeatedly, passive is fine too. Such thinking leads to sparking of insights, which is the third step. Fourth is to validate insights developed thus with benchmarks, competitor practices, what others have done in the space. This will help one to assess whether it is going to be blue ocean or red ocean. Fifth is to know when to move from planning, thinking to implementation. This is when strategy matures from thinking to action.

This is not a good approach to help your team formulate strategy when they are struggling. The first stage you need to take is to identify why the team is struggling to engage in strategy development. Identify the core roots of the problem and work to solve these. Otherwise you are trying to paper over cracks in the wall.

Stay updated on emerging trends in your industry, seek feedback from other successful teams, and encourage a culture of continuous learning within your organization. Additionally, leverage networking opportunities and consider mentorship programs for additional guidance. Healthy team Healthy Business 💪 🙌

When your team hits a roadblock in business strategy development, leverage diverse perspectives. Encourage team brainstorming sessions, tap into industry networks, and explore reputable online resources. Consider mentorship or consulting expertise for fresh insights. Foster a culture of curiosity and continuous learning. Success lies in collaborative problem-solving and staying agile in accessing the best resources available.

1-Hay que decirle a los equipos que dejen de luchar, que se los ha contratado para trabajar. La palabra lucha trae mucha carga y la palabra trabajo, en cambio, invita a ser constantes, metódicos y disciplinados. 2-Hay que buscar estrategias, concertar planes, diseñar hitos. Iterar constantemente. Crear pequeños objetivos. 3-Convertir los objetivos en parte del trabajo y quitarles la presión. Entender el negocio y explicarlo al equipo. 4-Después de lo anterior. Diseñar estrategias pequeñas y probarlas por periodos de 1 semana ver cuál da mejores resultados y concertar combinación. 5-.Hacer del tiempo un aliado. Entender la horizontalidad para la toma de decisiones que tengan que ver con el plan de trabajo. 6- Use liderazgo situacional.