What Can We do For Your Organisation?

Strategic planning for small-medium size businesses Preparation of e-commerce strategies Strategic planning for government and NGO's Integrate strategy with technology, marketing and financial systems.
At Wondu Holdings, we see private sector development as the execution of a process involving the long-term direction and deployment of resources for the purpose of gaining a sustainable competitive advantage. We recognize Michael Porter's work on Competitive Advantage for its forcing of decision makers to think about the attractiveness of their industry and how they compete in the industry on the basis of cost and product differentiation.

 

 

 Private sector and strategic planning has to deal fundamentally with the level and types of resources available and exactly how the goods and services are produced to gain an advantage. The ultimate test of how well a strategy has been thought out is at implementation. This means strategy has to be linked to objectives, mission, operations and outcomes. Nohria, Joyce and Robertson (Harvard Business Review, July 2003) found in, a study of 160 companies, that the most profitable companies all excelled at strategy focus, execution, performance oriented culture and work simplifying organisational structures.

 

 Strategy is not only important for multi-national enterprises dealing with goods and services for a global economy. It s even a more critical issue for small-medium sized enterprises wanting to grow sustainable long term businesses. Furthermore, these principles can be applied to government policy makers and non-profit organizations who want to more effectively achieve outcomes for which they have been established to deliver.
Our Approach to Private Sector Development

In our private sector development projects there is typically attention to an overall corporate or binding strategy (focus, execution, culture, structure) and then strategies for six major functions - information and knowledge, marketing, innovation, operations, finance and human resources (including leadership and skills). In strategic planning we tend to start with a Porter type generic framework (industry attractiveness, cost and differentiation advantage etc.) and then start to break this down into the basic elements of strategy:

1. What industry and business;
2. How to get there; How to be cost competitive;
3. How to differentiate products and services;
4. What speed to travel at; and the Economic Return (EVA) needed to create value. Strategy is not a one-off event.

At Wondu Holdings, we also frequently use the framework of Robert Kaplan and Dave Norton and their Balanced Scorecard solution, which aligns objectives, strategy and execution to ensure intended outcomes are actually achieved.

Strategic and development plans need monitoring and revision and should be approached in a manner similar to financial audits. Our strategic planning software helps maintain consistency in the methodology and execution of the strategy. The strategic audit evaluates just how well the current strategy fits in with the current environment; the industry situation and outlook; costs and product differentiation; whether resources are being exploited fully or over-extended; whether there is sustainability and consistency; and whether implementation has been effective.

Assignment Examples

International Competitiveness Advisor World Bank - project to improve competitiveness through improving capacity of the Ministry of Finance’s Directorate of Economic Affairs to facilitate private sector development

 
Interesting Links
Australian Graduate School of Management www.agsm.unsw.edu.au

London Business School www.london.edu

McKinsey Quarterly www.mckinseyquarterly.com

Harvard Business School www.hbsp.harvard.edu

AFR Boss Website www.boss.afr.com.au

Strategy+business www.strategy-business.com

California Management Review www.haas.berkeley.edu

The Academy of Management Executive http://www.aomonline.org

 

Home | About Us | Geographical Experience | New Horizons | Contact


home