What's new, pussycat?

The music industry was for some time in denial of the simple idea that fewer people are now interested in buying CDs if they can download tracks from the internet instead. They were late entrants into a field which could have netted them huge profits sooner, had they been prepared to accept that their business model was no longer working.  Instead, they made themselves unpopular by decrying piracy as people illicitly downloaded tracks from rogue file sharing websites, whilst lacking the foresight to set up something similar themselves.  Some years ago, Microsoft were late entrants into web-based society, not initially seeing the potential uses of the internet in their business.  Now we see cloud computing (itself simply a newly rehashed version of the old idea of workstations and file servers) threatening to replace desktop copies of application software and desktop data storage.

A great question for every business, regardless of size, is "Is my business model sustainable?"  If you continue to do what you have been doing to date, will your business survive?  Is there any danger that you have buried your head in the sand, ostrich-like, hoping that some new fad or fashion which might affect you will go away?  Is there something new on the horizon which could actually present you with a real opportunity.

The old PEST analysis model may seem hackneyed but it still has relevance.  In its latest incarnation, as a STEEPLE model, it can be even more useful if only as a checklist of the areas to which you need to pay attention to ensure that you are, as far as possible, predicting what may hit your business from the outside so you are prepared to manage it from the inside.

STEEPLE stands for:

• Social
• Technological
• Economic
• Environmental
• Political
• Legal
• Ethical

The last word, "ethical," is the new kid on the block and is not going to go away.  Whether you like it or not, corporate social responsibility isn't just a flavour of the month and needs some attention now. It's worth spending some time with your colleagues brainstorming everything you can think of which falls under each of these headings and  assessing the likely impact on your organisation.  Don't worry unduly about sorting out your brainstormed ideas into neat categories; there's lots of overlap between the STEEPLE categories and it's purely there to kickstart your thinking.

When you've listed everything which may affect you, give it a weighting according to the level of risk it poses and consider the level of urgency you need to apply in managing it.  Be searingly honest in your assessment of risk.

Now you have your weighted, risk-assessed list, revisit your strategy and judge whether you need to refine it to accommodate the findings of your STEEPLE analysis.  Remember that strategy is dynamic and at least viscose if not entirely fluid.

Now you can sleep a little easier, knowing that you have made the first steps towards embracing what's new and what you can't or shouldn't avoid.  The next steps can be exciting, because they give you an opportunity to look at your business afresh and gauge with a little more certainty what you have to do to make it work and keep it working.

David
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New year, new directions

Some years ago I was asked by the Board of Directors of an SME to help them to more effectively deliver their strategy. I hope it doesn't take a trained consultant to work out that my first question was "What's your strategy?"

To a man (they were all men) they pointed to the Finance Director and said "Ask him!"

The FD blushed a deep scarlet, pondered and then had a lightbulb moment.

"Reduce our cost base by 3% and double our margins over the next, erm... three years."

His colleagues applauded.

I repeated that I had asked them for their strategy, not their financial targets.

Over the years, I've found that the same confusion exists pretty much everywhere. Strategy is sexy stuff, talked about constantly in Boardrooms and yet little understood.

Without a clear strategy, a business has no direction. Without direction, everyone becomes task focused and silo-based. It becomes fairly easy to tell the organisations with no strategy. Just go to a board meeting. Typically, as one person gives their monthly report, the others are hastily scribbling theirs. There is little point in listening to the person speaking, because nothing they say has any direct bearing on your own functional area. 80% and more of the meeting looks backwards instead of forwards. If you have no direction, discussion of the future has no framework or structure.

So, why not start the new year by reviewing your strategy.

We can help you with our 1-day Strategy Review or 2-day Strategy Programme.

Call us on 44 (0)161 929 4145 or info@wize-up.co.uk

David Cotton

www.wize-up.co.uk