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Hello, unwelcome to the Data Log Business Strategy on Driving Change program. My name is making the kind this program quite a comprehensive. Ah, set of materials for you on It's created, of course, not only with these recordings, but also with a workbook, and I encourage you to get hold of that work broken. Referring to that. It's some 87 pages and expected Prince Tool out, of course, but to have that accessible while you go through this program because I'd like to help you take those ideas that I'm sharing with you on, put it into practice. So using that workbook to add your own notes and ideas, they will be much more information in there to give you background that I won't be covering on the program but will nonetheless reinforce the various components off this program on strategy, development and clearly how we drive change through your organization at, say, with a copy of the slides and also with the workbook. So let's get into the day on understand exactly what's going on. Well, the leading objectives, many and varied we're going to explore first of all, what we mean by aims, objectives, strategy, tactics, what those words mean? So we get a clear idea. But what strategy developed is all about, and then to have a look at many MBA of your strategy toolbox. Lots of different tools and techniques that we can use to analyze the environment and work out what our business is all about and how we can drive it forward. But success in the area will only happen if you bring your people on board. So what is it that is going to help resolve that particular question about how two people take on board your ideas? Is there gonna be resistance to those change initiatives that you put forward? What all the skills of the change master and that's what really what we want to explore, how the attitude and energy of yourself and your people can really affect the impact that they will have on taking on issues forward. I think it's very important to to recognize that we need to plan properly, but plans are only as good as the people who read them and people that implement them budget. Now those allocated to various departs off the business. How do we create sustain that strategic capability on match Those core competences to strategy because the only sustainable competitive differential is the ability off your firm to learn faster than the competition. And learning is what Data Law is all about. So let's have a look on. Get some understanding off the various component. Let's look at these things about aims, objectives, strategies and tactics, our view on the world and the environment of what we do as a business to fit in with that. Well, first of all, some definitions. And again, these air covered in much more detail in the workbook page. Six. You'll find those, but we'll take you through this very quickly. So what's your business all about what it's aiming to do abroad. Primary outcome. You may be involved in legal age, maybe in gold from the bench may be involved in housing or all sorts, various bits and pieces. And I just use an example here off a firm up in Chester that said there to Chester. We want to be the first choice conveyancing sister practice in Chester's Abroad. Um, overview. I'm trying to understand what first choice really means. Well, first choice could mean things from house movers of course if they're doing tenant landlord work again. First choice in property in that sort of area, uh, and have that defined within a particular geographic area. So that's the aim. Well, what's the goal? Well, it should be a clear, brief statement in the outcomes to be achieved. What's gonna look like? Well, they want to have every state agent in five miles willing to make a referral Doesn't mean that they will, but they would be willing to. So there's a particular goal subordinate to that aim. Well, okay, how will they enable that strategy to occur? What is the overall approach to achieve? That intention while they're going to do, is to make personal visits to every state agent on engaged all the staff in the agency and property on regulatory updates. They feel that's their strategy is to be seen as the go to solicitor's practice in Chester for that particular area of law. If that's the strategy, what all the objective? What are those measurable steps along the route that's going to achieve that strategy? And they are going to run free monthly breakfast seminars at their gesture offices. Amy aimed estate agent staff so if we look at leadership, leadership is all about finding the path A management is about making sure that we fall over parts. This is leadership, managing dishes overlapping. That's what we want to try and define for the business. That's how we're going to take it forward on. That's where we want to move things running ahead. So with that in mind, what we need to do is to look. It's having some objectives that are clearly defined. And this acronym Smart is being used. And as it says on the card, it's all about being specific. So we know exactly what we're talking about on. We know whether we've done it. It's measurable, then it needs to be not over ambitious but actually achievable. Is it relevant to the business? Is it matched it tuned to us when we're gonna have it done by? So let's have a look. A statement we've got on screen deliver free mentally breakfast seminars on probably regulator updates on a 12 month rolling programme with defined agency staff attending at least one event 1/4. So let's have a look at that. It is a one once a month specific could be more specific, and we know what we know, whether we run them, is it? Is it achievable? Certainly sounds reasonable, I think when a week would be too much. But the months it seems as if it could be achievable. It's relevant to the objectives it's relevant to the to the aims that we're trying to achieve for the business going forward on. We know because there's a timeline to that getting defined agency staff. We know the star far having visited all the agencies, could could be getting to attend one a quarter. But I think what A quarter's achievable. I don't think one a month is because not all staff goto things, but at least one a quarter may be insufficiently ambitious, but I think it's a good starting point to go with. So as you can see, what we end up with is much, much better and clearer objectives. So with that in mind, let's go and turn to have a look at the process off strategic management development. The process off strategic management is very straightforward. It's a four step process on. I used the acronym a pie because it's just a ZZ as a pie Essentially, what we do is to analyze where we are now, and that analysis turns into a plan with a plan we need to implement a plan on workout. How it went on each of these stages have got their own important steps. Let's look at them each in turn the situation analysis to say, Well, where are we now? As a firm, where is the market that we're trying to operate in? So understanding the internal external parts off the business is so fundamental because you can't just analyze your own business without understanding the market. You can't use market analysis without understanding yourself, so these two have to come together. The next stage, then, is to say, Well, what is it we want to achieve? What are those aims? Andi, Goals that we want to achieve and how should we go about doing so? That strategic intent should lead to identify the plan. So, as I mentioned earlier, leadership is about finding the path on management is about following the path. So how do we make sure that the path we're defining is followed by the organization going forward? Clearly that through our people on what do we do to measure our success. Why are we underachieving? Why we overachieving what we learn about our own strategy, development process? Each of these steps, in turn, the strategic intent, would lead to birthday, corporate or indeed, a business goal, depending on the size of the organization and maybe one of the same if you're more modest entity. Of course, with the management issues, we're going to be looking very much at the functions off the business, how I t works in harmony with the people and how the finances work, and so on and so forth on all of those lead together to look at the gold standard. There a competitive strategy because a strategy on its own that he's not competitive is not worth the paper it's written on. So there we have it, breaking it down into its component parts. But essentially, it's easy as pie analysis plan, implement evaluation. So with that in mind, let's start to understand what's in our strategy toolbox to take our business forward, I think nine times out of 10 when I meet young professionals, my training courses and ask them what's the purpose of your law firm? They'll say profit make money well, in fact, Peter Drucker on Americans Very popular author many, many years ago, and he says the purpose business to create keep customer profit is the by product off that activity on. I think that's worth remembering. That's not our purpose is not to make a profit. Our purpose is to create and keep customer because the byproduct of all the management activities is going to be profit, not the purpose. It's a subtle change, but it does begin to identify a little bit more about strategy because creating a customer keeping a customer is what the strategies about. And if we could do that, then we are going to be more successful. So let's take. They look at the various components off strategy, development, how we do that on As I mentioned before, I've got a very comprehensive workbook created for you to explore the content of how we go about doing this. So if we have a look at the elements of our business, were on page 10 of the of the notes there on one of the key things it says is what gets measured gets done. So many of these strategy development tools are about measuring the marketplace, measuring your business and getting some parallel understanding of how things work within that, because you were gonna understand those things and get a handle on what's going on by that. Know what the opportunity is for our business gets on measures of that potential, some measures of our ability to compete with other firms for that sector of the market. We're gonna be much more successful crew to craft that business case to drive your business forward. So let's have a look. There's in no particular order. They are there to illustrate the breadth and the complexity off strategy development, but it allows you to use the right tool for the right purpose. Please don't start to tighten up nuts with a screwdriver on. Don't use a spanner to, um, put up some shelves by screening the war with the span. You've got to use the right tool for the right job on. I'm trying to illustrate that as we go through this strategy development tool box. So what's first on our list? Well, one that you're be familiar with. Have you been on any of my programs? Looking at the fundamentals off the big, wide world have you stare out the window? It'll be many and complex areas. How do we break it down? How do we analyze it into bite size chunks? And it's called the Pest Analysis. It's an acronym for the political, economic, social, technological changes happening out there in our world. Okay, the world is constantly changing the CPS of doing things legislation and changing the money supply is changing. The salaries and the uh, fortunes of the country are always changing. Social demographic changes occur, but much your clients as well as the people that you try and recruit and so forth. So past is a common acronym, but you'll see that some want to make greater complexity. They may define legal. Separating out from the political environmental is clearly going to be important to all of us on this blue planet of ours. But one could look at the major components and say, Well, that's the focus. The leverage was in the political enviroment called Well, we have an office on. That's probably about it. So we just make sure we're not throwing plastic cups away all day long. On then, of course, ethics Well again, Ethics very important from the legendary point of view, the professional skills courses your first introduction to the ethical environment that sits there with allegedly framework. So whether it's pestle or steeple or just a pest, whatever you use, it's a simple way of dividing up the world into bite size chunks. Because if we have a strategy for our business on, we have some sort of objectives and here's our business going forward, there are going to be some rocks in the channel. The legendary changes will be there. We have to respond to those the economics, the money supply. If you're in conveyancing, for example, mortgage rates, all those sorts of external factors will be there. If you're running an international pieces exchange rates are gonna be very, very crucial. Then, of course, we have the changes society to demographics off people coming into the profession. We're seeing these changes, and I think a good thing to see their branches schemes come around and so forth as well as technology changes. The way in which we communicate with our market on we communicate to our market as well as here from then are that effect may change the direction off the firm on the way in which it goes. So what we've got with that in mind us a couple of very straightforward ways of handling this. You'll see this within the notes on That's just on my laptop below the screen. Here we have sitting there on page 12 a very simple grid. How do you do in this will get your team together. You might cost you some coffee and a packet of biscuits or something like that. But you can get them to debate. What are those changes being brought upon us in the various sectors? That's the left hand side in your particular area for your type of work. Then the interesting thing is, on the right hand side, there's The idea is that people will come up with what the firm could do to either take advantage of those changes or mitigate against the changes if they are not going to be quite so helpful to us. In my experience of running these programs, it takes a group, got eight people that you got four teams to. You could look at each of them in turn, whichever the best way of doing it is and you will get a very comprehensive view off the marketplace, and also people will be able to help on add to that understanding for you. That's the first step in getting people engaged in strategy developed. I've met junior lawyers. They've all got an opinion that organ idea about what's going on out there. Sure, if you want to make it more complex by putting in legal or environmental issues, depending on your area of law and by all means, just adapt Page 12 to suit on. This is the sort of thing What are the key pests? Pestle factors that influence the business over the next 36 months. That's just three years ahead on what would you recommend to take advantage will mitigate against the changes, and that's what you end up with. That document itself is a very good analysis strategy, development to so there we go, very straightforward. On one, I'm sure that you'll find easy to use and generate lots and lots of ideas amongst your team. Okay, well, there's the 1st 1 Let's move it in to look at the next one. I think one of the most common tools that people talk about is the classic SWAT analysis again an acronym. Strengths, Weaknesses, opportunities, Threats on DA. It is a very well used one, but not always used particularly well. Let's look at it in a bit of detail. First of all, the strengths and weaknesses are internal because they are under our control. We can build our hearts, our strengths. We can really resolve to deal with our weaknesses. We can reduce them the impact off they are under our control. But the opportunities and threats are not under our control because they're outside the business. So, of course, your past analysis will be feeding in tow. Identify what's an opportunity for the business to exploit, to expand on those. What are the threats to the business? One of those things that we need to avoid or thwart in order to manage our business going forward. So a very important and useful tool to look at. And I think when we turn to look at our strengths, what is quite interesting is what comes out from that analysis, and this is what I found. If one thinks what are we really good at? What we're going to be? Well, most of it has to do with our expertise, our knowledge, our relationship with clients or our skill sets. Well, of course, they're all the people. We've got a range of people. We've got some senior people, junior people, because people speak different languages, we got people that relate to difficult people. We have a good reputation as a business going forward, and that's a lot of people. Strengths. Well, okay, well, what houses the strength? Well, you may be in the right place. You may be in the high Street, close to the courts. Low cost area, a place that people want to work in where you can attract good staff. It may be your location. It may be that that location enables you to have good into connection with other parts of the country or indeed online, something like that. It may be that one of the other strings is Well, we actually not only do you have people we know stuff, we have a database. We know people. We know what the sector industry we're about. We know what actions against the police. We know about clinical negligence. We know about conveyancing and we know what our individual clients have. We have long reputations going back over years with some corporate clients or various groups of people. It could be those things. Well, that could be strengthened. Another one, of course, could be that you've got some money in the pot to invest in the above, and I think that probably summarizes most of the strengths on. Therefore, if those are the strengths, what are the weaknesses? Well, any shortfall in any of the above, of course. So immediately we can see that with the past analysis. SWAT analysis Coming together We've got a lot off strategy, development ideas going forward. Well, now you haven't. What you've got is pretty good analysis off. What's going on? Going forward. You see, both the pest and the SWAT are analytical tools, but they dont develop the strategy. So what we need to do is to look at how we develop strategy. It's a very straightforward tool, but one that's underplayed in my experience on this is how we go about making it happen. What I do is on it's called the toes matrix. It just basically turns a swat on its head. What you see on screen will be the key areas off the analysis, the strengths, weaknesses, internal, the opportunities, threats. Now imagine that I had a group of people together on each of these four areas. Waas a post it Sorry a flip chart post its to its more flip chart. Get a flip chart paper, a bit of white Tak Gu. Take whatever pin it on the wall on then You've got quite a big view there off the overall business strengths. What are those strengths? How do they work? What are they going to be for our particular part of the organization? If you want to run this forward, then, of course, the notes on page 13 running forward give you a lot more detail. Identify the most important strengths major, secondary, third and so forth on the fundamental weaknesses that we might have. We can then look to those opportunities on those threats. Now we've got a matrix. We got those two dimensions So clearly what's happening in the middle of the screen is the interaction between the internal on the external coming together. So what can that looked like? Well, this is where the strategy development comes from. The analysis your analysis is on those four pieces of flip chart paper pinned to the wall on what we could do is to then but for other pieces underneath there to create that four box matrix. And you look at that and say, Well, OK, let's look at these four areas for different sorts of strategies that would come about that before I reveal them. Which area would you like to look at first? I think most people say, Well, we're pretty good at this stuff and there's the opportunities we should do our strengths, opportunities? Let's look at that. And that's a very common thing. So you might say, Okay, this is what we're going to do. Let's call it a proactive strategy. We have the strength. Let's proactively get hold of mawr of that market. Let's get round the estate agents in the catchment area. We could be proactive, going meet them, set up a training program for their staff on the regulator areas, affecting estate agencies and so forth. That would be a proactive strategy. Did you do that? You think you've done extremely well on job? Done. Well, it is up to a point, but don't forget your analysis internally on your analysis of external have identified other areas. Other areas of weakness is that if you were to do something with those, you maybe have to take advantage of more opportunities. It maybe there's some significant threats out there, so basically, you just focus on the proactive strategies you've lost. Most of your analysis on the interaction between external external creates other strategies to improve your business. Senate's explore what they look like. Let's take our strength. Well, we've got some threats out there. What is it that we need to do to prohibit those threats from undermining our strengths? Go back to us. What analysis? Water the strength when our people on their knowledge and industry sector well, the threat. Maybe that another firm is opening up a branch office close to us that may attract be more attractive than we are. So we may lose talent and what's caliber of people amongst your team. Get up and go and find another job. The ones that that struggling find very difficult to cope with ones that good enough to find another job. They In my experience, it's good people that are hungry for ambition, hungry for improvement in their own particular situation on. Therefore, it may be that you lose the best talent on D, then find yourself compromised by that. So what would be a prohibited strategy? It's not a marketing strategy, it's and management initiative, and this is what this program is all about. What can we do to make sure that we hold hold onto our good people, weaken design better CPD structures? We can have a career path. Documents showing people how they can progress in their career doesn't just have to be through to supervise and management or more senior positions. It may be matter complexity, broadening their experience and so on and so forth. So prohibited strategies will be very important for your business overall and similarly moving on round the toes matrix we ever we can identify other particular areas. Now, if there are opportunities out there, what are those fundamental things that were not quite so good at what we do that's progressive? To take advantage of some of those opportunities? Maybe we need to recruit different caliber of people, different sorts of people to do different sorts of work. Maybe that's a progressive to grow the business by recruiting people or maybe news consultants before, initially, just to create the, uh, the initiative on get the reputation and then decide whether there's enough work out there that we could win to back pay for the new staff that we're having. Maybe that we need to get more people trained up with new standards, whatever that might be. Within our particular area, we may recognize there's an opportunity for more legal aid work if we had more people trained up to higher rights or whatever, whatever. So the progressive strategy is to contact data law Andi Workout, a portfolio of training to improve people. It may be that we look at getting more people on the level free program or Level five program. Let's be progressive. Training people up in recognized qualifications, weaknesses, threats. World People like to talk about those, but actually they are quite protective strategies. These threats will under mine up is a particular competitive. If the threat is competition on our weaknesses being at the deal with the competition, then we need to do something to protect us in the short term. So here we have four different strategy strategy types. They will have to begin with pro and ended. I ve very clever, but effectively what? It shows all the different approaches. There are business needs to taking it. Maybe in the short term, we need to do the protective stuff over the next 3 to 3 to six months before we get diverted into some of the progressive things. Whatever it may be that these four don't end up a different strategy. There's a blend off strategies to take advantage of. A particular opportunity is part proactive, part progressive. But what it does is to create a big picture that your people can buy into. Your people can see what's going on. Your people will agree the priorities in the short, medium and long term short, maybe the next quarter medium, maybe the rest of the year long term, maybe next one after the next 12 24 months. But as you can see, these are tools that help to capture the analysis. They are tools that help you to identify what's needed. Help you to move things forward, help you to get people on board on help to make decisions about how we moved the business forward. So hope you found that useful and as I say within the notes, there is a lot more to explore within this, and I hope you'll find that gives that extra remit to give you some opportunity to develop strategies that work. Okay. Cup of straightforward tools there. Let's explore the next one. The next tour we can look at is also a matrix, and it's after chap called and soffits called the Ants Off Matrix and, as you can see, looks your existing products or services that you have currently being offered to the market. Or you could have new products services that you develop, who also have a look on the other axis, the existing markets or geography that you serve on what new sectors could you look for on this matrix, therefore, is a useful tool to say, Well, OK, we're gonna move things forward. We need to manage risk whenever spent the money. We need to manage that risk off things, not working very well. So as soon as I mentioned the word risk on strategy on DSO fourth immediately, you can look at these four boxes and said, OK, which is the least risky strategy moving forward? Many would say, Well, quite obviously, If we take our existing products and existing services on find Mawr people to buy what we currently do, then that would be a market penetration strategy. So we currently are doing conveyancing in jester on. That's what we're good. But we're not getting enough estate agents to recommend us, and we could then broaden the the number of transactions that we can handle because we get more and more people coming to us to do their house by house selling on that's market penetration. Clearly, that would be a good way forward on having got that and said, Well, OK, we've got a low market, we can moment that's are where we've got to We need to develop business in other directions. You could look at the other three areas that we're OK, which is the next level of risk on some would say, Well, actually, if we're already providing services to clients, get a good reputation with buying and selling properties, then we may add some more services to that, because every property transaction there's a householder on, we can start looking at their well, well, we don't do wills at the moment. We could bring somebody in part time two on a fee earning basis for individual wills and so forth. So householders, looking at their wills. Maybe that's it unease e service to provide on. We just pay as we go in terms of working on that. So it's not expanding yourself much wider, much further. It's about doing things in that way. It may be, you say. Well, actually, if we do conveyancing on where they're in Chester, why don't we just expand the market? Why don't we move through other parts off the county? Maybe one of the partners has, ah long commute and then said, Well, why don't we open up an office somewhere going north on the were or something like that? Maybe we could do that as a strategy going forward and perfectly reasonable. That market extension is in this example, moving on to another geography. It may be that said, Well, okay, what will our existing products and services that we could develop new particular customers? We have conveyancing. A new customer in conveyancing could be a property developer. So instead of doing private client conveyancing, we could offer our services to developers because somebody putting up half a dozen houses on a particular error greenbelt or brown belt or whatever on the outskirts of the town. Let's go after convincing through new types of customers. On that we develop a customers who, looking at a package of conveyancing, for example, now clearly moving to the fourth area is new products, new services, new customers and that is diversifying away from your core competencies. Now that may be something to look a little bit further is to say, Well, OK, we were there in property. We've looked at private client property. We've developed a property. Maybe we could look there a tow offering, some new services, new sectors. We're talking about high expenditure. It may be that we offer some financial advice. Maybe it's mortgage advice or something like that. Clearly that needs new people, new regulation, new ways of doing things. So as we go from the top left here down to the bottom, right, we get Maura Maura way from where we are. But nonetheless, as you can see, there are some strategy developments that come from this building on that analysis, and it's a useful tool again to illustrate the process on I'm talking for pieces of paper for flip chart pinned on the wall. People start talk about different strategies. Now those of you looking at the screen will wonder why that dollop of raspberry jam is up in the top left hand corner. Well, it's very important to recognize that the raspberry general must apply to all strategies that you undertake. What is the Ransford general? Well, raspberry jam doesn't taste as good if it is spread very thinly. So it's the same with your cash, your people, your time and all the other resources to drive the business forward. It won't be as effective if you spread yourself too thinly. If you want the impact, let's decide we're going to do market penetration now. We get that done in the next 2012 24 months, and then we look to market extension that will take a little bit longer to take our existing convincing to new sectors that may take us in a sort of 18 24 months. Something like that. It's a second phase market extension on then service development, where we're not gonna do that for 24 to 36 months to three years down the line. But then gives a timeline off approaches. Andi, therefore not trying to be all things to all people. Very tempting when you're looking at things they were, we could do all those things, but you can't do it with finite amount of money, Time, people resources and know how. So use the ants off matrix in that way to help guide the particular approaches that you take because that will help you make sense off the business development going forward from there, of course, come to this later, you get better plans written for your firm. So a couple of, um, analytical tools there and also strategy development tools. I've mentioned money. Well, how do we handle things like that? Well, let's turn to look at a nice, straightforward tool that helps you analyze what's going on in the marketplace to help you make decisions about where you put your effort of where the money is going to come from. In order to fuel that effort going forward, what I'm gonna be doing here is to take you through quite an important and useful way of approaching your business and its development. It's called the importance performance matrix on. I'm gonna run you through in the presentation here. A case study on within the notes. Page 21. You've got the edited highlights, if you like, and copies of a couple of the slides. I'm gonna base it on the, uh, case study where there was one firm did one thing So many of you in your businesses may in fact, be specialist in particular areas. You may be criminal defense or this or that or the other, so it's a valuable tool where you don't have a wide portfolio to look at, but it starts with Asil. Business should with customer in mind. Okay, well, let's get into this. The first thing that I noticed in many business was that many law firms develop their approaches to the market. But forget that their people, their HR, human resources skills and so forth are fundamental. Mention this right at the beginning. It's not the strategy developed. It's the people that happened Implemented will determine the success. And secondly, you may need to get the right sort of I t strategy to develop those capabilities. The case management systems and so forth client engagement tone and so forth. Communication systems need to be there. So there's the first problem. It's alignment between strategy and people on the 2nd 1 is that some of initiatives can be developed by a small group of individuals, and I have to put my hand up and say I could be justly accused of being one of them. You see, I developed a on approach to dealing with consultants. That we use for training courses and clients is that many years ago we used to go to the vast to match these great initiatives, to say thank you to the people that I've got get to know clients. But better on would open up a restaurant down in Richmond on by people down there from early lunch to get on the bus with all the other supporters and go to the palace to match early December in Twickenham in London and then wander back to Richmond and have a hot hot chocolate. What heavy on a great day out by staff consultants as well as clients. But that's because I, um ah, former rugby player on a rugby coach on a rugby referee and that was my bit on. That was me using that marketing initiative being driven by just a small group of individuals. What it should be driven by, of course, is whom the customer on what does the customer want? So with these two problems, let's explore strategy and its development. Well, the first thing we recognize is a top level strategy, and we've talked about this on this program to date is that we say it's a balance between the external pest analysis on the internal strengths, weaknesses, opportunity threats, and it develops a strategy. We use the toe make tricks. We're going to use the Boston Consulting Group. We're going to use a variety of different tools to decide what our strategy is going to be. What does that mean? Well, it does define what we're about giving people access to justice, dealing with high net worth, individuals focusing on criminal defense, focusing on person injury or whatever it might be. This is what we value. This is our approach to the market. This is what we expect to achieve from those activities. The product of our activities is the prophet. We've already explored the ants off matrix. Looking at the strategic options. I just repeated here just as a quick reminder. We've decided. Well, OK, in the short term, we're going to get market penetration. Then we're going to go to market extension or service development or whatever it might be moving the whole thing forward. So what does that look like? Well, in terms of marketing strategy, our second step two decide the from the top level strategy is going to be while Okay, we're going to achieve these things with the current services current market, short term year, one year to its new services and then year three medium term new markets or what have you advances in Know how approaches to, um to the market and so on and so forth. So we get a timeline. A marketing strategy is coming over time. Raspberry jam rule always applies. What does that mean? Well, that means that we get into the market. We're in the market for convincing. We're gonna be in the market for property development. We're going to be in the market for financial, says we're gonna be doing something, getting to the market for it. And there's a subtle difference between qualifying for the work. I'm actually winning the work. Now Let's suppose I want to move my wife and I want to move, downsize empty nesters we want a smaller house on. Therefore, if you do convincing, you qualify for that. It's not a person injury matter. So if you do person injury and you don't do conveyancing, quite obviously you don't qualify for conveyancing. But just because you do convincing, does it mean that you're going to actually win the business? Now? Um, there's various reasons why you may or may not win the business from May. That's not important. What is important to recognize that there's two things one is We got to get in the market then. Secondly, we've gotta win it. That marketing plan demonstrates how we're actually going to win the work. Moving the thing forward. Okay, well, with that in mind, what does that do? Well, that leads into the third level, the operation strategy. What we mean by that is the order qualifies order. We've gotta have the right people in the right place. We got on the right I t infrastructure. There's our current capabilities on what we need to do. In order to capitalize on that market, we need to invest in people ready to invest in their skills that training the market accessibility we need do the i t. We need to get the case management systems, the financial systems there on. We need to decide what we need to do to improve things so that we can capture our share off the market, rather those terrible schmucks down the road who do similar things. A competitive strategy. So step one top level strategy than the second level. That's of marketing strategy. Short, medium, long term initiatives on then operationally, we need to get work out what we need to do to get better. So there's three step approach is there. So how do we start to analyze this? Well from the customer's point of view and is the key thing from a client point of view, We need to understand different things. So what we can do and this is the case study I'm looking at here is to look at the order winners and the order qualifiers on buildup. This importance performance matrix what's important to customers. How well do you perform compared to their alternatives that they could go to get their problems solved, legal problems solved for essentially what we're looking at? is to say, Well, okay, what is it that we do? That means we win the business? And here's a metric is it is something that we do crucially important to win the business, or is it just useful? What level of that do we have to win the business? What are we going to do? That needs to be up to a good standard or medium range of professional standards and so forth? What is it that we do that from a customer's point of view, is not particularly important. So identifying this requires us to do bit of market research. Go and ask a few customers. What's do we need to do to make sure we're in the market? What do we need to do to make sure we win the market? This is the dialogue that we have. For example, when I used to convincing analogy, you go to the estate agent, introduce yourself and said, Okay, what do we need to do to make sure that we're meeting the requirements that you would want for the conveyancing solicitor? And while we tickle those boxes and then we say, Well, okay, what are we gonna have to do to make sure that we do get recommendations from you. What is it that we want to do? And we identified earlier on the training up Some of their staff are breakfast meetings is a very good way of ingratiating ourselves with that particular sector. So maybe that would be on order winner, for example. So here's your first things. They were okay, customers. What's really important to you? What's gonna get us into the market? What's going to be there to actually win the market again? Conveyancing if you're looking at private client work is quite different from the local developers developing 1/2 dozen houses on a particular state. What do that? What does that business want? It would be different from the private client sort of thing. So we get some understanding about what is important, too. The particular client. Now let me turn to the case study that I was looking at on this WAAS, a group who were patent attorneys, bit different patent attorneys and they did a variety of things and we talked to the firm there and they said we need to know a little bit more about our market. We are based in West London. We are winning and lots and lots of work. 80% of our work comes from the to top London based universities. Imperial College, London on Bond Uh, the University of London. We need to look out what we are getting from their Onda. Understand what we can do to win more business because we're losing somebody to some other people up in Cambridge. So we need to know what it is we want to do. So this is the case study on the the edited highlights, as I say, are within the notes rating importance to customers. They looked at eight core areas. They were technically very competent at their patent work, very talented people with dual qualification or any in patents, but also in particular areas of biotechnology or, um, uh, very med ser, or engineering or color chemistry and all those sort of things. A technical solution really worked very, very good client care, fairly straightforward stuff, their documentation. They always wanted to print things on very good quality material. So all of the documentation really impressive particular patents and so forth file that sort of things that clients had case management delivered to interview today sponsored youth orchestras service flexibility on day were charged, charged clients. £650. Now eye watering amounts of your legal aid, of course, but that's what they did on Remember we had this metric. So we asked the people from UCL University, College, London and Imperial and said, Okay, uh, from the University of London. What is it that this firm does? That's really what is it that firms need to do that's really important to you on 23 what they need to have up to a good professional standard. 456 What is less important to you? And I did some of these interviews. There were 13 individual spin out companies that produced 80% of the work for this patent attorney firm on This is the results off the conversations that we had the average Overall, they were saying technical solutions very important to us. We need to make sure our patents of robust territories, which were operating when your client cares, and he's been good service flexibility, good value for money. Sponsorship isn't so important to US documentation. Well, you know, it's it's accurate, it's accurate, so that's not crucial to us, and that's where it sat. Okay, well, there's the importance to it. But the second half of the conversation was to say, Okay, how do this foam in West London compare to those people up in Cambridge Open conversation? And we were there, representing the West London firm said. Are they What did they do that's better than those people in Cambridge? What did they do? The same as those people in Cambridge. What did they do that's worse than those people in Cambridge on? They were very straightforward and honest to us, and they could come up with metric across that area again. The scale 1 to 9123 is the being much, much better than the competitors. 789 worsening competitors and 456 about the same on again using the same criteria were looking the eight core areas. How does this firm in West London compare with those people up in Cambridge on they said, Well, much better technically documentations marvelous, that sponsorship marvelous. It's not quite so good on the client care, not quite so good on the value statements that we get from them. So here we've got two dimensions. So what it does is to produce a matrix is balance off the importance to customers across the bottom. Okay, Uh, remember that the top end of the scale of 1 to 3 is order winning material 789 less imports of what is important to customers on then the other dimension is how does this firm compare with the competition on that? What we have here is what would be described as a lower boundary off acceptability. If you below the line, you need to improve on your If you're in the southeast corner here. If you're worse than that, competitors at things that really matter, then this will be requiring urgent action. Equally. The great value of this is to say, What is it that we're doing that's good and appropriate? Well done, ppd. But why are we better than the competition at things that don't matter? We wasting your effort and this is really quite interesting. Yes. You've got this copy slide within the notes, particularly something seminal bottom page 21 on then the data from the two pieces of analysis the importance performance metric on those scales across those eight areas is produced in this slide here and you've got a copy of that. Yes, it's within the stack of slides, but it's here, particularly for the case study. Let's plot it all out on then see what decisions we can take operationally going forward to improve our business opportunity. Well, hey, we can see technical solution. They are better than the competition, and that's clearly important. So the first thing the partners in the patent attorneys in West London date is to shake my hand paperbacks and well done. Mac, We knew we were technically brilliant, is just confirmed this. Thank you so much. Send us your keynote, but hang on a second. Let's analyze this a little bit more. Well, you're technically good, but what's the problem? Will you are your client Care is worse than the people up in West in Cambridge, and you are not demonstrating Good Valley for money. There's your problem. Equally, your sponsorship is better than the people up in Cambridge, but it's not important to the customers. You're wasting your time now. Hang on a second. It's just to stop a look at this. Clearly, your client care needs to improve. What was the problem. Well, what about being technically brilliant meant that these people in West London rather thought that everybody would drag themselves over from East London, where the universities were into the spin out companies and so forth would have to cross London to come and see the patent attorneys. Where it's people up game which would hop on the train, come down liberal street, drive down the A 10 whatever it might be with the M 11 on, come and visit them those South men's. The veterinary school, for example, would be a A classic case in point biotech company there. And that's the problem. Is that the kind care really wasn't very good at West London people, rather, on evidence it, if you want to see his form an orderly queue on, uh, their approach was very good. Equally, £650 an hour is a lot of money just to register a trademark. I've done trademark registrations on behalf of my sons who have developed their own small businesses in various ways, have helped him with that on. It's a fairly straightforward online process. It wouldn't charge somebody £650 an hour for something as simple as that, particularly as you can get the equipment services for £225 now from those rather nice people in Cambridge. So that's the southeast corner you may have spotted when I mentioned before sponsorship this West London firm. We're sponsoring a youth orchestra. Hang on a second. We're talking about spin out companies of the top tier of the off the London University University College, London Imperial College, and he took use orchestra. Why? Well, the niece of one of the partners played the trombone in the brass band on the firm sponsored the coaching accommodation for the school band to go to the Hillbilly C Day in Paris just outside the Not a damn before It's terrible fire, of course. Teoh, enter the competition, schools, competition, whatever it waas. Totally laudable. Very useful, I'm sure for the Children, I'm sure that have enjoyed it, but quite relevant for the spin out companies. So there you go, equally as you will notice. There your documentation is better than the competition on things that really isn't quite so important. So why investing so much in in printing things out in high gloss on 160 GSM conquer Lay that shiny, thick paper. Complete waste of time doesn't need to be like that. Case management systems pretty well, okay, but could do a little bit better. Bennett. So that simple exercise there, which I've taken you through, helps to explain exactly what is going on. It's what's important to your customers on how well do you perform compared to the competition on? If you don't know the answers, then you are missing a trick you may need to get somebody to find out for. You. Ask a few questions on Use that analysis to drive business forward. So that's it. Importance Performance matrix. I hope you found that useful on just before leaving this particular section. We're talking there about client care value statements just to point out in the notes on page 23. There is a section there on client management client health check. It's a way of evaluating how well you manage the client interface, so that's something that's important to you. Then please check out that it's an example of what we did fall them to help improve how they were going to make changes to their client care initiatives. So that again Page 23 notes from there. The next tool that we want to look at is from a chap called Michael Porter. He came up with a model looking at how to analyze where the drivers were within a particular sector. The visit. Where was the rial competitive pressure, aligning itself to originally five Forces on. Then from there it became six forces, and I'll explain what all that's about. Page 25 Off the notes starts with rivalry with other firms. While you're not the only firm in the neighborhood who happens to do what you do so clearly, where is that? What are their competitive? Focuses. So the importance performance matrix was very good way of understanding the rivalry with other firms. If you're in a particular sector of the market, particular geography, for example on that, therefore is one of the core centers off the drive for that competitive pressure. But it may be that there are a defined number of suppliers who supply what you need in order to do your work. It may be case management systems. For example, I work the firm that was looking at picking up the private ah client debt from banks, credit card debt, overdraft, current account debts and so forth on it was the case management systems there used to analyse the propensity of a particular individual to recover that amount of debt have to do with the number of different parameters to that on the supplies off. That software was really what the banks were keen on. Now, the example again from the banking environment with working law firms. Another firm we worked with had software to deal with remortgage processes within the bank there, there was a find out number supplies in that particular sector, and they had a lot of dominance in that particular area. So there's two different areas. Competition could produced the dynamics within a particular sector. Most people watching this program will save locates the clients. They have the choice they could go to here, here or here. There's three different firms operating in their particular area. Then they are the ones who have the decision. So again, important performance metrics there is about what's important to them, the buyers, what we need to do to make sure that we're not just qualifying for the work that actually going to have the order winners a fairly straightforward, upstream, downstream approach to analysing the forces of competition. But it may be, we can say, Well, we need to look at our particular air. And so who else is entering the market? Who else is coming in all that? Somebody else opening up a branch offices, a sort of a large regional firm opening up a new branch in our high street, a new entrance into the sector. Maybe there are alternative business structures coming in. Maybe there are new online competitions and those sorts of things that may come in as a new entrance into the market. License conveyances, companies doing various sorts of work, maybe new entrance to come into your sector. And what do you do therefore to ring fence your particular sector to make it unattractive for new entrants to come into your sector Or if they do, come in? Then you pick up the the smaller lower value matters and you go for the higher added value work. Fifth area. What alternatives are there to what we do in what all the substitutes? Well, of course, if you were working in, um uh, work that ends up in court you can get direct access to the bar. There are people representing themselves so self, the client representing themselves as a substitute to using a law firm or going direct to a barrister robin going through a law firm. These are substitutes. What can we do again to manage this particular situation? What in issues do we have to have to lower the impact of those alternatives online? Plenty of examples there, UH, I mentioned will writing. There are online systems where you have a split screen question on one side, the documents produced on the other. I answer the questions document gets produced. I pay for it. I print it. I do my own. They are substitutes for coming into your hallowed portals. So there's Michael Porter's five forces. The sixth Force was to say, Well, OK, all their complementary products that that work in the sector said the example that I gave in the notes is that if you're a bus company, what's a complementary product to a bus company will clearly fuel for those buses because if the price of fuel goes up, it affects your profits straight away their complementary products to that, Yes, it is a supplier in one respect. But again, barristers law firms are complementary in some sectors. So again, it's a way of saying, instead of just looking out of a window and trying to make sense of it all, let's break it down into bite sized chunks and analyze each of those and make decisions about how we protect our particular market. From that you'll see in the notes this area here, it won't be read it on screen, so no apologies for that. It is within the notes to look at the 56 forces within the workbook. It's on Page 25 will guide you through Ah, lot of the various issues under the heady, so get quite a useful analytical tool. Looking at your own business, the on analytical tool that is really very, very powerful is the McKinsey seven s model on what this is saying. Well, OK, if we're looking inside, it's not just strengths, weaknesses within a lot off tools, looking at strategy development externally. But what about what's going on internally? How do we analyze our internal? It's not just strengths, weaknesses. There's much more to it on the McKinsey model is a very powerful tool to help you stop and say, Okay, what's going on within our business area? Or what do we need to change in order to make significant headway to improve our business? Let me explain a little bit about the model again. Within the notes. Page 28 you'll see what we've got a so called hard elements all around the shared values off your firm. What are those hard elements? Well, the strategy that we're going to develop on the structure of our business in the partners, the managers, the supervisors, thief, ear nose, the lay staff. We have this structure of the way people operate. We have the systems, the case management systems, the systems of engagement kind file opening, Billy debt recovery. Although those systems are there, well, there's the hard elements underneath that there are those softer elements which have to do with the shared values. So if you look at the Legal Aid Agency firm, the shared values within that firm are actually quite different and art specifying them because you know what they are. If you're a legal aid firm to a, um city centre commercial practice, the shared values, maybe common in some areas. Others may be quite different, but the shared values is something very important from a recruitment point of view, very way important from the way the business operates and its central to the business overall. On around that there are three other areas we have the staff who they are related to structure in a sort of staff, how long they've been there, their demographics and so on and so forth. Does that match the market that we're providing services to? So who are the people we've got? And also, then what are those skills? What are the skills of the people in the skills of interacting internally? The way in which people operate the skills off using client for cross selling into other departments, for example, to get that market penetration, if you will? And then the style has to do with this style off leadership, the style of management, that style of supervisors, the way in which people are expected to behave. So as you can see just running through that very quickly, and it's taken me five minutes to run through that, you'll see there's a lot of questions rising from each of those seven areas on. That's what it's intended to do is to say, OK, let us explore and try and understand what's going on in those seven areas and notes within the workbook helped to explain these a little bit more detail. There is under style, for example, page of their page 29. Look at the style of management, the you know, the the way in which the whole thing comes together with that analytical tool. What one is asking. Well, imagine these circles are actually a compass on the compass. Needle points in a particular action. It it will point north and magnetic compass spent, not interfered with other by the earth magnetic field on The question I have for you and your firm is this of all those seven areas are they allow equally aligned. You said When you develop your marketing, stretching your strategy to capture more of the market, have you got the structure to match that strategy? Are the systems I t systems appropriate to match that particular strategy is, is it gonna be along the shared values that you have to the way in which ethos the culture the way in which your firm works are the staff in the right place the right calibre. The rights had to do to have the skills to match that strategy of this style of management leadership, matching it. So this orientation, it's so important in the business. And it's the McKinsey seven s model that will guide you in that particular approach. So use that. Use the notes as part of your analytical process, to explore how we can use it on, decide whether or not we're coherent with our strategy and all the other parts, the business. And if they're not, you've got to put some of those things right before you're going to be able to succeed as well as you might. Let's move on to the next one.
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The next tool we're gonna be looking at is called the New Value Offer. What it is to explore is what it is you currently do for clients in the market. And can you change those things again within the notes? You'll see there's information there on page 31. Essentially, what is the new Valley offer? Where's four different alternatives that you can approach to consider what you do for the market and change things to put yourself ahead off the competition? Um, give a couple of the some examples Onda we can explore whether you can use this tool for your business. The first things to say, Well, okay, what is it we currently do that the profession takes for granted and we can actually just decide not to do it. So in some areas, it might be that because you've got a great online systems and procedures and so forth, you can eliminate the face to face meeting. It's not necessary. I've had the misfortune. Teoh started around the back of the car on duh had the very modest rt a thought. I had to go and see somebody, but I didn't. I could do it all online. So yeah, those sorts of things. An obvious example. I'm just illustrating what's going on. You don't need to come and say It's I think I need to go face to face with the conveyance. You might if you're convinced or tell me differently, you don't need to make face to face contacts. You can eliminate what three industry takes for granted. And that may be better from accessibility and cost and all the other things point of view. That's one option. The second option to say, Well, okay, what is it that we way dio where we can reduce those factors below those industry standards? And it may be, for example, in documentation. And we thought, well, gonna print things out on almost parchment with a quill pen and give it people they got sign that well, we can reduce those factors now, instead of having the cost of doing all that, we can actually now get e signatures and so on, so forth. So documentation and what have you can be done a lot quicker so we can take those factors and reducing below what it was normally expected because that may be better from a client point of view. So eliminate or reduce on? Thirdly, we could say, Well, okay, what is it that we could raise above what the profession did as a standard? So standard office hours, you know, it's 9 to 5 30 or whatever yours might be, but there is a a firm, and we helped them set up their web page and they're called 8 to 8 law because they're open from 8 a.m. to 8 p.m. Five days a week. And they're therefore that increased accessibility is over and above. The usual standard is just an example there. And then the force new value offer, maybe to say, Why don't we do things that have not been offered before? Maybe we're offering things. And one thing I did see for somebody near to us had a much bigger property high value. When they acquired it, they were given folder that became the property portfolio for their Grade two listed four story rather large house on. This was a document, uh, a D bring bound leather folder, and then it had lots and lots of information relating to the property. Andi Information relating to the firm which provided all this information eso that that document that folder was actually quite a an impressive piece on the value of it was much more in the £25 it cost to put it together on when they move, whenever they do move from that, guess what happens to that folder? It stays with the property. Why would it move it? It's all about that property. So useful place to keep all the things to do with planning applications, ALS, the search, YSL, the things going on around it. It's about six or seven miles from the HS two lines, all sorts of documentation within that as a living peace. And that's a new offer that wasn't I've not seen it before, but I'm sure when you look at these, there are four different ways that you could change the value offer that you're giving to clients get rid of some things, reduce things, raise things different levels or indeed, new things that haven't been thought before again, it helps to break down thinking into different factors on that may spark some thought and conversation amongst your team to come up with new ways off winning the hearts and minds of your client group. Finally, I'd like to talk a little bit about the Innovation Cube. Now, when it comes to innovation, you're going to say, Well, gosh, we're law firm. What you mean innovation is their ways in which we could innovate Well, what innovation means is either a better thing to do or a better way to do it. So many of the strategies that we've talked about, many of the tools that we've got here are all about doing things in a better way, a different way of doing things. The innovation. Cuba is quite a complex area be used for different businesses, and I just give you the taster of it. There's a lot more detail within the notes. Of course, Page 33 will look a three elements on the breakdown that's given there. But essentially, what are those three elements? 1st 1 is to say, okay, is there new ways to sell what we do? We do it face to face over the from an office. We do it over the phone we do online. There may be new ways to sell what we do. 1/3 dimension is the new ways to produce our products or services. Will we? We can automate some things. We can use artificial intelligence for some things we can use document creation in some ways, new ways to produce our products and services to our market. And then thirdly, women say, Well, okay, Is there new ways to help our customers use our products or services new ways in which they say, Well, OK, we can help them through that process. I know that some will be looking at direct access to the bar. Well, maybe they are firms able to help people in that particular process. New ways to help customers use products and services on all that debt does is to break down our thinking to say, Is there better ways of doing things on? Can we develop new innovations on again? It breaks the market down into different areas. So you look at the Exhibit one there on page 33 it's called the Invention Cuban. You'll break that down into new areas on then to look at the business and say, Okay, how do we separate it down these three dimensions, Even less pretty version on the screen on a very simplified version in the notes on Page 35 gives you an opportunity to say, Well, okay, let's stop, look internally, think about what we do in. Is there a better way off doing it? This, of course, is my pet subject. Marketing on how we can drive business development is marketing mix elements, Um, what we mean by the marketing mix and so forth? Well, a mixing deck here, seven different areas to it on. It's something called the Seven Seas Marketing. Now back in the day and what I mean by that back in the sixties, long while I was still in shorts, marking was described as being something that was a management process responsible for on it says on screen here, identifying, anticipating and satisfying customer requirements. I'm making some money out of it for profit, very traditional definition for that. And so, which therefore is the most important words for you. Well, maybe you'll think that satisfying a client is what it's all about because that'll bring in, they'll come back if they need our services again, or they'll tell a friend well, get their friends work. When that comes in type of thing. Maybe it is about while it's clearly important, but not most important. So maybe it's about identifying. We need to know what it is that clients want so that we can meet their particular needs and get a bounce during the internal external demand and our eternal delivery. Very important, of course, but the most important well, you might say, Well, okay, it's gonna be anticipated will be one step ahead of the curve. Get things, think about things before they thought about it. So anticipating a client's needs is going to be crucial to maintaining that good relationship with them. Very important they are to, but not the most important words. And yes, what we're left with is management process, because what I discovered about marketing is that it is not any of tools or technique. It is not sales. It is not on online advertisement. It is not a direct mail campaign. It's not whatever it is a management process, because marketing as often defined by people is a process that delivers a particular result. So how do we identify what the processes are? Indeed, what makes for marketing? You see, I think if you ask people and I haven't put up there the definition, a group of people called What is marketing? That's a selling or promotion or publicity or advertising What? You're right. That is an element off it. But it is part of the mix of things that make up marketing. So I would like to do is to explore the mix off things. And here we have a very traditional food mixer. And this is because the traditional marketing mix of things looked at by a chap named Cutler back in the sixties waas about saying, Well, what is it that people buy? What are they gonna buy? What product? The conveyancing product to get you out of jail card product? A. You protect my assets sort of product in a legal context. Well, there's the product and will then decide what price we're gonna pay. A premium price, a competitive price or whatever the price. Maybe. How do we make this product available to people what we put in an office put in the high street on? Then we will tell people where we are. And that, I think, is what most people thought. Marketing walls now back in the sixties, Absolutely fine. They seem to work very well But then, over the years, seventies eighties and look, more services were recognized as being part of a product. When you go and buy a hamburger or something at your favorite fast food chain, then there is a service element attached to that. So when Cotler in the eighties began to look at the marketing mix for services, he realized that with products oblique services, one also needs to think about the people deliver it. But they're gonna look like they're gonna be wearing. How does a great meat and so forth seat people restaurants or What have you on then said OK, well, if we're gonna have a service product, we need to have some physical evidence to make your intangible service a tangible element. So maybe the physical evidence. So if you go to a same Donald's or a Burger King or anything like that anywhere in the world, they'll have a very similar sort of feel to it the logo, the design and so on and so forth. The physical evidence. And then I said, Okay, April services have to be delivered through a particular product can weigh, define that process. So if you're getting a service from the bank. It is at an a T m orto teller machine wall outside the bank or the high street, wherever it might be. Or it might be an online product, eccentric online service and so forth. So the administration procedures will be there, and they'll be very standards. And Lex L is a process procedure, sq m within the legal sector. But you see, this was a very traditional one. When my colleague John Wilms says, T the W. D. A. W. Was sadly, no longer with us. When we looked at it the turn of the century, we thought, Well, okay, this is a very well and even copper himself said, Well, you know that this is missing something. And what is missing from all this marketing mix? What is missing, What's missing? Do you know what's missing the customer? When is the customer and all this marketing and I don't know with John, we said, Well, who looks after this? Well, somebody designs what the products going to be. So if it's a left handed widget, somebody who's an engineer will design left handed, which is the machine to bang out, left his both right handed widgets. Their councils will decide it's cost plus pricing. We're gonna make it available through wholesale distribution chain or whatever it might be. We're going to promote it in this way. We want some people to make it. We want some people that service it. We want people to follow it up. We want to make our shop fronts that really good. We want a packaging of are left handed with really nice on the shelf and we'll have a process, which is I s 0 9000 Another quality mark. But you see, all those seven areas could be headed up by different people. You've got engineers, you got manufacturing, you've got accounting, you've got publicity's, you've got facilities management, you've got HR. You've got on the I T. And so it'll goes on. It is not. It's not two things. It's not owned by anybody in particular, and secondly is where's the customer in all this? So what we've done is to put this I'm carrying this forward that John cessation along with us, our new marketing mix, a person perspective. The way that we define it is to turn it into something that puts the customer central to everything that we do. And this gets ownership off business development very, very important to you sitting there watching this online. So what is it that customers value? You know, What is it? They're actually valuing their valuing out of hours service. They value. Ah, personal contact. They value somebody responding quickly. They value different things in those services on. Therefore, there is a cost associate with cost of ownership cost of engagement. So, for example, I bought conveyancing when I moved from Bath, where I used to live into East Anglia as change of job. So I picked up the phone yellow pages, and I spoke to three conveyances, and I chose somebody who called me dear boy. And I think he had deep button leather furniture in his office. A bit old school, but like me now her. There's a few years ago on Guy a port. His consider conveyancing services. Only four years later, when we came to sell the house, we discovered that the the bedroom built over the garage fourth bedroom built out of the guards didn't have planning permission. And the people that were doing our new convince you said, Well, it's somehow it slipped through the net. I said I didn't build it. I didn't depend. Missions over the building does, and certainly people that blight do s so we had to retrospectively apply for it. So I paid less than I might have done sold a pup on DA. It turned out this chap and retired the following insurance would have been there, but my conveyances said, Look, best thing we could do is to retrospectively apply for it. We'll get that more quickly than we'll do chasing him for compensation. We could do that later on. The upshot. Itwas we lost the purchaser, and neither therefore the cost of that. Ownership was massive. So there's customer value. Plus cost of ownership is far more important than a conveyancing product and a price for it. It's now putting it in the context off the customer, which is what marketing should be about the management processes of these two things. So how come you are a convenient person to deal with? Is that because you are accessible is because you got systems? Is because you will go and visit people? Will you spend much time in the officer? Will you spend more time visiting the client where they might be at the police station, or and so on and so on. So on. Is it because you're available over and above usual office hours? What makes you convenient? Is it because you're on the High Street? Isn't because you've got parking close to your office is a whole variety of things makes for convenience, then to save one. Okay, it's not the publicity's e. It's the communication because as a customer, I want to be listened to. Not promoted to promotion is almost interruption marketing. I know you're watching online, but let me interrupt what you're doing because I'd like to throw an advert at you or when you're scrolling on a page, let me pop up something that gets in the way. I want people to listen to me and have a personal dialogue on that. Communication is far more important. Then we said, OK, well, it's not people, it's the competency. What can they do? What is it they do and what do they have to be good at in order to deliver this, the compensate to listen that the company to ask the question for company to explain things in words I can understand. I'm not a very bright person. I do not understand the law. I am not a lawyer. Please take me through it slowly. What is the competency of client engagement, for example? Then, when it comes to a conveyancing matter, the customer relationship management will be for a 10 12 15 week period, whatever it might be. And I need that relationship managed over time. I've been working with an accounting firm for 27 4 20 or 27 years on that customer relationship. Management is very important as people have changed and so on and so forth. So it's about money managing that relationship over time. And then, of course, the last see is a little bit different. Very important context. Give me an example. Your your sister's practice. You are working with an employee off a client firm. The context of that is an employee off the client firm. Okay, over is enough. Let's just take the same transaction the same matter that you're dealing with. But you're dealing with a business owner as opposed to an employee off the business owner. What's the context with context? Is one of an employee and the other one is the context off the business owner. The context has changed. I know when I'm working with business owners that I'm dealing with different things than if I were dealing with an employee. Because I know that employees has a boss on. The best thing I could do is to keep my clients boss off my clients back. The context has changed. So where does that leave us? As far as the marketing mix is concerned, well, what I'd like to draw your attention to is the notes within the workbook on pages 36 37. But more importantly, from your point of view is, Page 38 is a template. It's a simple table, it asked you to say, Will define a customer customer group on, then under each of these areas, identify what the customer needs, wants or desires on. I give some examples in that table. This where you can get your team together to discuss what it is that you think customers need. Want desire under those particular headings for that particular, whether it's a conveyance and customer criminal defense or it's a child protection out of whatever it is start to look at it from the customer's point of view, and then the customer becomes central to the marketing mix off activities. The second thing that's of great value in doing this is you can now look at it and say, Well, who owns the activities under these seven headings run being split amongst different departments in an organization You, the Fiona, you, your staff. Do they provide value? What is what is it that the admin staff provide the client that the client values so customer value can be looked right from the support start point of view? Are you a? Is it costly to try and get through the reception staff for the people that answer the phone? Am I going to have all sorts of hassle before I get to talk to him or her? Who's dealing with my matter? There's a cost of all this dialogue. Do I find that the information comes my way? Is actually great. I have in the past used of this practice to get a well prepared. We re heard the ah, a draft document produced. It came back to us. We corrected it. My wife and I, looking at it the joint will on said This needs to change that. Shane, this is just needs to be corrected. Their sent it back. And lo and behold, we got the original draft back in the back email to us again. Some Muppet somewhere within the organization had actually sent us the original version, not the amended version. So there's a cost involved in getting this done through that particular group of people. So convenience, communication. And so it goes on you, the Fiona, you, the support staff will have your own agendas to deal with, needs, wants and desires off a customer under these headings. So let's look at this from the just the last thing. What's the difference in in need? Want desire? Well, I could tell you in this recording it's getting close to lunch, so I need to eat. I need to wait. What do I want to eat? I'd like to have something fairly light because we're going out for a meal. My wife and I with some friends this evening, so I need to eat. I want to have something like, What do I desire? Maybe some jeez and pickle sandwich, cup of tea, something like that that will suit me down to the ground. Or it might be Well, I want to go and have some soup in a role or something like that. May needs, wants desires, are different levels off importance and helps to clarify exactly what people want. Simple, simple approach, but extremely useful on the last thing to lead you with. This is to say, Well, that's what you think the needs, wants and desires of a client are. How about doing a bit of client facing work? You're dealing with a corporate client. You could use the same template to talk through what it is that is actually important to them under these headings. And then how well do you perform under these seven headings? Both of performance. Using this as a template to explore the relationship between you and your customers. Now, if that isn't good marketing, please drop me a line through data law and tell me what is cause. I think that is going to summarize the whole thing. Now every member of staff is gonna wear the marketing hat. Gosh, that's gonna be worth a lot to you as well. Okay. The last, uh, exercise we're going to look at The last tour is called Ah, leadership and stakeholder engagement. So what is this all about? Well, what we're looking here is to understand who are the stakeholders in our business on how do we engage with them? A very important part of any business strategy. So we'll have a look at something called the stakeholder map and I'll give you an example of what one might okay on. Then we can say, OK, what degree can we influence those various levels? What are the profiles of those stakeholders? And how now will we engage in a particular strategy with each of those stakeholders? Onda Again? As always, you can have a look at the page 39 so forth off the workbook, which will give you a little bit more detail on it. Stakeholder map. Let's turn to that. First of all, what is a possible stakeholder, Matt? Well, you know, the world according to your business, has a number of different stakeholders you have supplier with I t people is playing with staff employees themselves regulator, legal aid, whatever that might be. Maybe that you're local community is and also an important part of it. You have consultants who come in to give you advice. You got CPD providers like Data Law on. Do you'll be looking at things like the Crown Prosecution Service, perhaps? Or And also, don't forget the clients. So get ahold of a flip chart. Get your business there, decide who these various other stakeholders might be on, then draw a line between your business and each of those stakeholders. Eileen Employees, you might say, Well, you might have partners, directors, employees, whatever employees family. So for each of these, there may be an extension, almost like little balloons on a string. But do remember that what we drove here is a two way relationship between your business and each of these stakeholders. So there's the stakeholder map. Your team can help put that stakeholder map together. Then we can say, Well, okay, what is the interests off each of these stakeholders? How they defined Onda? What influence can we have on the relationship between them now, when it comes to Crown Prosecution Service, you personally upon Avery, limited impact on the CPS, and most of it's coming the other way. They are influencing you employees. It is very much a two way thing. So this they are two way. But the degree to which information goes up and down may vary, so the influence interest that will be quite important there. Having understood the profiles off these, then we can say OK, what is the engagement strategy? What are those priorities? So you'll see just looking down on page 40 off the notes, you can say OK, how can we now improve the dialogue with these people on What are the priorities over the next 12 24 or 36 months? Who's going to take responsibility to improve supply relationship or client relationship or local community relationship or CPD providers? Whatever it might be? It's. And then you might say, Well, how how do we demonstrate that we are quality organization on? That will be an important part off the overall business going forward on again because you've done a flip chart and got people there with felt tip pens. Who's now owning the relationship? Who is owning the ideas, who is putting these things in place? All of these things come together and said, Okay, what we've got is some good decision making tools so in these dozen tools that we've looked at. They are some analytical tools, their strategy, development tools, their implementation tools on. You've now got those bright, shiny tools in your toolbox, and you can now and decide. Well, we need to get a bit of analysis done. First foremost internal analysis, external analysis. Then we'll take it all the way through. Remember, a pi toe are planning how we put that together, and then the implementation, different tools used along that way to make sure there were actually getting people on board on that. Such a crucial thing on that's what I'm going to be looking at now is to say, OK, what do we want to do is to make sure we bring our people on board. We've used these tools and got people engaged in these to some degree, but we now need to look other ideas to make sure we're bringing our people on board. So some problem solving techniques may not have met these before, but I I sincerely hope that could be useful to help you drive things forward to look at your thinking about your decisions and how you get people on board. Because implementation won't work. You'll just have analysis plans. You won't have implementation. So let's turn, first of all to have a look. The thinking pattern for making choices, four straight forward steps and it's breaking this down again helps you think through the thinking for making the choices. What we're going to do, first of all, is to acknowledge that. Okay, we've gotta ask the right questions off our situation. Where are we now? Where are we going to be? What's the issues? What's important, what's not. We've looked at a lot of tools to help us with that question, making then to analyze the particular problem itself. What's the calls off a particular issue? What's the effect of our choices? What factors must be satisfied if that choice is to succeed? We've got engage our staff. We've got engage our clients on so on and so forth. It shouldn't cost too much money. We don't have access to exhausted all levels of funding. So what choices do we got? What action will satisfy those particular decisions? Do we do this strategy? Do we that strategy? If we do this particular activity, we implement in that way, what are the potential problems going to be, and therefore you need to make sure that we're thinking these things through. So let's look at minimizing our risk. When we're making choices we have to accept. First of all, that of choice has to be made. Why are we doing a strategy development exercise? Because same old same. All the world's move forward things have changed and we've got to change with that. A choice must be made between doing this or doing that. Market penetration, product development, different strategies of choice has got to be made. So how do we satisfy the various choices? Various factors? What's got to be done in order to be successful? Well, we've gotta have one that aligns the strategy with our core competences. We can't reinvent ourselves overnight, so some factors have to be working in that particular way. It's gotta be right for our particular client group, so thinking patterns there will minimize risk, therefore seem quite obvious but need to be thought through, and the structure to thinking should help guide you. So what action we got to take? There's going to satisfy those factors that must be satisfied for success. Is it going to be high level stuff. Is it going to be through financial stuff? Is it going to be through people? What is we gonna do with changing the I T structure? When we have made these choices? What are the risks associated that might jeopardize the success on the safety of people's employment on the business itself? Going forward so those issues need to be considered and thought through. So when it comes to a make a good choice, it's a bit like, I don't know, selecting. Uh, you make any choice. You go to a restaurant, you have a meal, you got to make the right choices. If you're vegetarian, you don't choose the chicken dish. Yeah, it's obvious things like that. So what makes for a good choice? What must be satisfied? It must be vegetarian on. Okay, so, having got that, let's dismiss the meat courses. Let's have a look at the various vegetarian options. I don't like mushrooms. Therefore, what alternatives have we got? You can then see OK, I've got the vegetarian menu that must be satisfied. And now I can start looking at Well, I don't like those quite as much prefer this, therefore those alternatives produced two types of example on the choice things that we must be satisfied and things that we would like to be satisfied with on this difference between what way must have would like to have is such an important part of analyzing the choices. So when we are analyzing, what is the decision that we've got to take? The first thing we're going to say? What is the decision statement? And that's actually very, very important hiring that it waas If we go back to think about the problems that there are with a shuttle launch back in the 19 eighties, hitherto, the space exploration had always had the question. Can you prove that we can fly? That was the decision. Statement proves that we can fly. That's the decision statement. Then it changed for that shuttle launch. That was a disaster on the history books have full of those sort of terrible disasters. Why on this is published information The decision Waas, can you prove that we can't fly now is the thing in science called the null hypothesis. If you can't prove something, the alternative must be true. Well, this isn't actually the case when it comes to flight from off the shuttle. Proving you can't fly is not the same as proving you can fly. So the decision statements Very important. You'll see it with referees on the t m o. Uh, excuse me, Can I water try? Any reason why I can't water? Try saying similar questions, but actually, the decision statement is quite different. Can I want to try anything that I missed That suggests I cannot, would be what's going on in the past that I missed. So was there a Ford past was there? Knock on that I missed or I didn't say whether the ball was landed. Tell me whether it was or wasn't different decisions. Statements very important to get that one right then. And what must we get right for the decision? What do we want? So it's It's ranking and rating is an excise. I'll take you through in a moment that will explore how we use the's, what must be achieve. What would we want to happen on? We must secure a tender for the business. What would we want? We want that tended to be this size that amount etcetera, etcetera. What are the alternative. What are the consequences of the decisions that were taking? So we need to be able to do further analysis Table. OK, here's our situation. We've analyzed our business, we've analyzed the market. What problems have we got? What problems we gonna have their What decision analysis. Do we take the right sort of decision? The right sort of decision statement on then run the with just the current things. What about what might that impact for us? What are the potential problem analysis to explore this? A little bit more detail leads to four other areas to say OK, what a potentially difficult areas. What specific problems We're gonna have one of the causes of those and actions that we can take. And can we have some contingencies? Because the future and potential problems of implementation is just as important as your implementation plan on. That should sharpen up that it's business decision making your taking on have better outcomes. This is really what we're trying to achieve with this program is getting a lot better decisions being taken for the business going forward. So probably an entirely new area for you. If you are a practitioner to explore management decision making in such a way, but nonetheless very valuable for the business going forward. So let's explore the planning for alternatives. You have a problem analysis decision analysis, the immediate on their visible. So in that respect, we'll come back to that problem. Analysis. Decision analysis is in the moment, but the potential problem analysis going forward, what's the potential problem? Looking at our implementation down the line? What's the future problem? How possible of these things going to be? What plans do we have to have in place on what decisions can we take to ensure that we mitigate those problems? And that doesn't cause us. And I'll give you an example of a particular exercise that will help explore how we deal with these particular components off it. Just moving into the decision on choices, the alternatives, what constitutes elements for good choice There first of all, must be factors that we must achieve the essential criteria if you like, and then things that we might want for the alternatives. What is the desire, ability? There's essential things, and then there's desirable things, things we must have happened on things we want to have happen and they will be very important to understand the quality of our understanding off what the alternatives can produce, for better or worse, on dawn, whom are these things having an effect on? With that? Understanding, going forward allows us to use different tools to look at the alternatives. So if we're evaluating alternatives, we need to say, OK, do these things happen? Yes or no? Must happened. Don't happen. Yes, no, that's an easy one. Either does happen or it doesn't. But when it comes to the things I would like to happen, then we have to have some sort of way of the same. Well, they're not rule equipment. What's more important than others? So the things that I must have vegetarian, but I want tohave. It's more important that I have this particular thing unless important, that I have that particular thing. So the wants have to be evaluated with some sort of alternative. So what's the waiting off those things that become very important? So we have to calibrate some of these judgments is most important that I have a particular dish on its least important that I have that particular dish. So you get some sort of relative importance. We have a 10 point scale we use this on. I'll show you an example of how we use this in a moment that we're looking at taking the selection of a buying a new vehicle for the family, recalibrating our judgments, basting on waiting our objectives, and we use a 10 point scale. If we are looking at our alternatives, then we need to make sure that when we evaluate those alternatives judgments that we're not having too many high numbers. If everything on our menu was gonna be rated somewhere to in eight, and 10 would be very difficult to decide what not tohave equally. If we decided as everything at 12 and three, you might say we don't need here. It also lets get up, move out before we go any further. You can't choose anything, nothing really want enough. So when we're trying to look at our objectives off things that we would would, um, I would like to have rather must have want to have them. We need to be fairly clear about there's objectives and how we wait thumb. How we put them together on this exercise is actually very important from an elliptical point of view, which she leads to much better judgments. And I'll take you through ranking and rating in a moment. Lastly, thing to look at here is the potential risks of our decision. We can deal with the current things that are actually happening. What could happen and the two tools that we're going to look at to deal with. This one is called ranking and rating. It's gonna look at taking the emotion out of the choices. You see. All of this is all very well. Here's a decision making, but if we set up some sort of clear way of taking the emotion out of it will have more rational decisions. Every decision we take is both rational and emotional on the mawr. Um, rational decisions can be. Then we're taking away the emotion, and people can actually buy into that rationality of the decision rather than thinking, Oh, well, we're doing that because that's the one I like without it being sorted out in some direct way. Secondly, force field analysis saying, Well, OK, what are the risks going forward looking at it in the process level. So let's take the first example, looking at a tool to identify potential risks and that is called ranking and rating. What is it? Well, what it is. Ranking rating is a structured process of decision making. Andi. It can look at ways off taking the emotion out of a decision. It's a rational way of taking decisions. Rather, Justin Motive. You've got some plans going forward. What's the best one? Let's get the best one that comes out on what we mean by best. Let's get some sort of metric to it. So would want to use it to decide on which problems to tackle which ones to ignore. What's the most important? What alternatives will be the best alternative. So you want to use it early on and having got your options there and you may say, Well, OK, what's the pros and cons of product development compared with market development? Ends off matrix. What's the pros and cons off importance, performance, those sorts of things. Do we do this first? Do we do that first? They seem to be important in both areas. What's the most important? So deciding on the options. So how do we do this? Well, it's very straightforward, and I'll take you through the example of getting a new vehicle for the family. Hopefully, most people can relate to that. We took one of the options on one of the criteria. So we have to decide what's essential in our decision making what's desirable, what must be satisfied, what we want to be satisfied. And then we can look away. The options we've got against those criteria. Andi, look at the way of calculating some sort of, uh, metric to decide on which is the best. So let's suppose that we want to get a new vehicle for the family and an example giving in the notes there is that my wife decides that. Okay, trustee cars now form off. It's knees. Eso, Time to replace it needed more, more a newer version. We're going to go and get a new car for us. Not brand new but secondhand vehicle. And she has decided, having looked at all sorts of things, she wants to get a car on. What does she want? Well, the criteria is that you form in love with BMW SUV, the sports utility vehicle on X one x three. Something like that. So that's what she wants. You must have one of those on because we use the vehicle for pulling a trailer that it must be at least a two litre engine or greater A 1.61 point eight won't be good enough. So that's the must criteria. So that means we're not gonna be looking to cash Chi. We're not gonna be looking at Volkswagen. We're not gonna be looking whatever good those cars might be. But if you said ask that heart on a BMW and that's what it is going to pay, then we can say, Well, OK, given that there things with that we must have on were therefore focusing at that particular dealerships not racing around all the car lots in the region. What is it that we want to have over and above the must haves? Well, there's desirable. The desire ability might be the style, maybe the color and so on. So forth service history will have a car with some service history. Mileage is is obviously you know what a low mileage is desirable. Gonna keep it for a number of years, not just running for a year or two. It's gonna be. You're a long term investment acquisition, would like to have a vehicle with warranty. The condition of it, the the appearance and so on and so forth from what we do is to say, Well, look, they're not all equally important in terms of what we want. We feel that low mileage is the most important off the things that we would like. So that's given the score of 10 were a service history. What it's nice toe have. But it's not going to be a deal breaker. It's the low mileage one that we want. So if we look at a selection of vehicles within, say, well, the most important for us is the lowest mileage. But we want to wait. These warranty condition are fairly equivalent style. Yeah, that's pretty important color and so on so forth. So it's a It's a very, very straightforward thing. And if you've ever, you know, wherever you live now, you. If you have rented a house or rented a property an apartment somewhere you bought while, then you will say, Well, I think I must have it must be within this region. It must be at this price, but I'd like it to be ground floor, first floor. I have a back garden and so on, so forth. So it's a very common process on. We can use this to select on the options we've got of our business running forward. So let's say that we've decided that's what we're going to do. We're going to go out a couple of weekends in our area on visit within 50 miles off our front door, the four or five car dealerships, and then we've got a short list off vehicles that we like to have a look at. So what's it gonna look like? Well, we're gonna test our options. Testing our options is going to be very important. Let's look at all the vehicles and we've gone at eight vehicles here on day. While we were looking around the dealerships, we saw six that were BMW SUVs. That's absolutely fine Vehicle F on H one nice vehicles, but they weren't SUVs. They weren't the models were looking for. They were a three Siri's or whatever aura or some other vehicle. Some other wasn't the thief SUV that we're looking at off all of those, then three, often with less than a two litre engine, although they might have been SUV. So as we can see overall, that we've whittled are eight vehicles down to a choice off as we've got listed there, we've got four vehicles a C D. And they are the four vehicles that are both essentially a BMW SUV on essentially a greater than two litre engine. Fine now, then dismissing the others. We ignore those. How are we going to choose between these four vehicles? And it's so easy They are? Well, I like this. I like that. I like that. Don't forget, we've got our things that we would like to have our wants are desirable criteria when we can look at them here. So across the top of the table, we've got the criteria style, the color service, History month wanted, bodywork, all that sort of thing on. We've got our waiting 6 14 55 That's from the earlier table. Now we can score each vehicle out of the maximum waiting that we've given. So in terms of style vehicle day, not not the best color, for whatever reason, more have you. But it's scoring very well because of the lowest mileage scoring eight for that and it's fairly middle of the road as far as the other issues concerned. So what we're doing is taking a very rational decision over each of the criteria for these four vehicles. Now, it would be very simple to say, Well, OK, let's add up each of the scores and see where we get to. Well, each of these as we can see at up to 19 because Vehicle D has got very high on the mileage when that Zatz a lowest mileage vehicle whereas Vehicle E has got a highest mileage. Okay, so that's giving us that. That's a scoring there. But when we add up all that, we can't differentiate on the basis of the school we've given them because they will come to 19. What we have to do is to multiply the score with this with the waiting so six multiplied by 44 by 3 10 by 55 by 35 by four will give us a score of 121 out of a possible total of 202 that is six by 64 by 4 10 by 10 etcetera, etcetera on what we can see here is that vehicle Day has come out first choice, not most ideal color color's not so important. What really is important is low mileage and that it's got the other criteria. So scoring 134 is the clear leader over all the others. So this is taking. I don't have to say we don't do this in practice. I'm just using this as a Z administration as to how the process works in something everybody can relate to. Hope, some degree giving us a way of making a decision based on some rational basis. So if you're looking at your strategies, a number of different options, we could do a, B or C. Then we can make some decisions. They all meet these particular must haves, but the desirable things that we want. We can score a with the criteria and come out with the decision as to which is the is the one that's the most valuable for us in the short term ranking rating. Simple tool. Very easy to work with, but very powerful, because people will then buy into the decision yet let's go with that. Incidentally, if somebody then says hang on a minute. I don't like that color a tall then, of course, whatever. The color isn't a red one or something. And I'm not driving a red car, in which case that's an essential criteria on not a desirable. So, in other words, has to go into the put across against red vehicles because that's essential. We don't have red vehicles, whatever. Okay, well, with that in mind, there's one exercise, but, um, important one is to say, Well, okay, this is making decisions over our strategies are implementation. What about potential problems? How do we deal with those? Let's look at that now. Potential problem analysis is a very important tool to deal with the future. I think a lot of management has to dio with the present. Where are we today? What's happening today would begin to be doing strategy. Development has to do with the future on decision making, over which strategy how we're going to implement who's involved. One thing we need to do is to look at what could happen in the event moving forward. So what we're going to do well, first of all, potential problem analysis starts for saying, What's the problems. Where are the vulnerable areas in our particular approach? What specifically could happen with those problems on Rather on and as we have before, to say OK, what are the likely causes on the identification of actions to prevent the things occurring as we saw with ranking rating within potential problem, as this is to say, OK, hold on a second. What are the key areas that we didn't need to look at? We can't look at everything what is gonna happen, what's likely to happen, what's less likely to happen? What's the catastrophic consequences? What are the modest consequences to decide on our prevention strategy? Because our contingent actions will be, of course, very, very important. Now, if you're in Los Angeles, it's likely that, um uh, earthquakes, which are more frequent, need to be taken a kit counter. But if you live in the middle of the UK, yes, earthquakes occur, but never, ever, to the degree to which they would occur along a particular fault line of Teutonic plates. So as we can see the contingent, actions is so well, it's catastrophic. If there is an earthquake with the like. Hood is really, really, really low the likelihood of people being hit by the flu bug in the winter is actually quite high and the consequences off that maybe varying degrees of severity. So the potential problem knows this needs toe have thes things taken account off. So we're going to look at a case study. Let's imagine you're gonna have an annual dinner the end of the financial year, at a private function room in a popular hotel in town. On you can have a guest speaker from the law society or barristers, chambers or whatever it might be on. We're going to look at this case study using those four areas. What's vulnerable? What are the certificate? Particular problems causes on actions to vent McCurry and then develop some contingencies? And that's really, very simply what we're aiming to explore on. What we're doing here is to use a technique called force field analysis in a force field analysis. As the illustration on screen suggests, whatever our goal might be, there will be forces that will help us achieve those particular, uh, intentions. But there will also be warning warning in red, those restraining forces preventing us achieving. So we need to. I venerate the alternatives we've got on use this analysis as a way of identifying what it is we need to overcome to reduce those barriers. Put very simply, we will list those forces. Will they be driving forces or restraining forces? What influence will we have over them? One is no, no influence. 10. A very big influence on the What's the effect of it. One is a modest effect. 10 is a catastrophic effect. From this analysis, we will be able to say, OK, what are we going to focus on? Going forward. So let's use our example off having Anania dinner in a prestigious hotel across town. On If we go to the notes, what is it looked like again? I'm just scrolling to find it for you. We're on page 50 off the notes where we're looking at a analysis sheet, and this is where I mentioned right at the beginning program. Having a copy not of every page but of selected pieces may be helpful. Teoh. So Page 51 will be really handy because you grab hold of that on explore how to deal with particular issues arising from this. So the force field analysis sheet what I'm inviting you to do is to say, OK, let's explore this. What's gonna help us list all those? What's going to get in the way of us having a prestigious evening? We want to reward staff and have a good night out. So this sheet you've got there, what I'd like you to do is to look at all those issues raised their on their novelistic 12 off them, sending out invitations, a sort of process getting guest speaker, get the venue sorted out, book it in advance, sort out the menus, etcetera, etcetera, right, way through to dealing with some negative forces. What's gonna happen if we staff of the hotel or off sick that evening? And things go a bit pear shaped. What? Also our forces that you cannot influence. So pause the program, have a look at those and see whether you concur with the things that will help us, things that will hinder us on things that we have no effect upon. I wonder whether you've got something looking a bit like this. The 1st 6 of these things are positive things. Getting the invitation that's gonna be good. Getting good speaker. That's gonna be fine. People confined the venue. We could book the venue. We get a good menu on. We've agreed on. Whatever the dress code, we're gonna have a black tie event. Is it going to be casual? Is it going to be formally, It'll those sorts of lounge suits or whatever it might be? So those things are affecting having a good night out on having those positive forces there. What's going to get in the way of a having a good time while we get to the hotel? We can't find the venue. It's a hotel with a number function rooms. They've got three on its the year end December type of thing. Staff at the A T event don't know who's where a number of times I run. Courses arrive at a hotel and I say I'm with of ABC and I'm doing X y and Zed and they said, Oh yes, who is that with on the Speaker? Which companies that tell him again, run down the list is not on my list. You've got yesterday's list. Of course, you haven't got today's lesson so on. That's really as annoying cloakroom date, clashing with another big event you didn't really want the 1000 people from a call center there at the same time as your prestigious do, for example, or your speak. It doesn't arrive that clearly. That would be a negative effect on your event, and then we could identify a few forces that we can't influence. So first thing we do is say, well, what ability do we have to influence these zero? One? No influence at all or 10 ability to influence quite high. Well, let's do away with congestion. You can't do anything about congestion if there happens to be congestion that night, because they're the football club is meeting at home or whatever What we could have avoided that particular day. But you know, if there's an accident on the Ring road or if the council choose to dig up the roads that particular weekend can't affect those sort of things would necessary. Known about it, and you can't really influence staff sickness taking those out way, what can we influence? Well, we have a look at this lot here on clearly has big influence over the invitation venue being booked. Getting maps and menus have a lot of that speaker. We could choose our speaker. But if she she you know the local mayor s, she can't make it. Well, we can hope that she will. But if something happens that that can't we can't influence that very much on so on. And then we can say OK, what effect will this have? Well, clearly not sending the invitations, that would be disastrous. So we have a big effect on that We can send theirs. Yes, we have a big effect on choosing the right speaker. A con influence where they arrive. And so it goes on. Yes, we can decide on a dress code, but we can't make people turn up with, you know, evening dress or whatever it might be on again when we multiply these things together was we can see the big thing is get the invitation sorted, get the venue sorted on. The life is good. From that point forward, that's other things. Of course, that we may then do is get the menu right after that. So the total figures we're looking at there is where our focus is on those positive forces to make sure these things happen. Similar exercise on the negative forces Well, we don't have much influence on the hotel sign, Angel briefing or cloakrooms. But we can have a NIF ect on the speaker not arriving because we can make sure that they somebody discusses with the speaker 72 48 36 24 hours beforehand. Whatever it might be, make sure that somebody is there. We get a car to pick him or her up and bring them to the venue. We can influence that quite a bit on the effect of that. Of course, if the speaker doesn't arrive, then of course, that that won't be very good. But at least we might have a few hours notice of their not arriving. We may be able to get the senior partner, Teoh, come up with a few anecdotes and step into the into the breach turning. He might say The last person I want on the on stage that evening is the senior partner, depending on who he or she is again, the totals. Well, the big problem there is speaking on arrival. So we make sure that we prepare that because if it happens on the day, we wouldn't get a substitute speaker so that be quite a disastrous if we had no speaker but a lot better if we were prepared for a speaker non arrival. It's a cognitive thinking process that helps us focus on those things that will help on evening or hinder that evening. So the force field analysis is a very powerful way again of getting your team to focus on what they can influence on the priorities. And if you've got your evaluation off the ability to influence the effect it might have the that the product of those two Multan flying together gives you a very clear, unambiguous way of focusing on the key issues rather than on the things that are easy, all the things that are simple, all the things that somebody might like to do. We do focus on the right things. Andi, make sure that when we have in particular decision made for our strategy and we look forward to the implementation and you can then go through and said Okay, what is a positive force that's gonna help the implementation off this particular initiative? What's going to get in the way off a particular initiative and what degree can you influence them? What effect. Will they have? Then you can say Okay, these the ones I need to focus on to make sure it happens. These are things I need to focus on to make sure things don't get in The way of it happening on your implementation will be that much more successful. Of course, when we look at the negative forces off strategy, implementation, what it can be a problem is dealing with other people's resistance to create change that somebody more senior wants to pursue. So let's explore that and see what we could do to reduce resistance to change.
01:01:52
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So before getting into the detail of reducing people's resistance to change, I think it might be worth just a short recap. When we're thinking about where we started this morning on understanding what the terms meant. Vision was very important. What is it? What's affirmed you want to be? What's it gonna look like in the future will paint that sort of picture. That vision will then drive our strategy, our general approach, to achieve that vision on then from their compass series of tactics that will define the rules of engagement. What are we doing when we doing it by? Are we achieved in the outcome? Can we have some feel on the success we're having their achieving some of those goals on that will then feedback to decided we stay with the strategy, doesn't need modifying on moving it forward because buying into that vision, that sense of purpose, I think very easy in some situations and a bit more difficult in others, and it all comes down to the people that you've got. So I think that strategy is such an important element of driving the business forward. But what we want to do is to make sure that is not being held up, not being compromised, See very easy. And using the Dilbert cartoon when if somebody answers the phone to a client and they say, I don't know if we do that because there's no clear strategy defined. But if there is a clear sense of purpose and a clear approach to achieve that sense of purpose, then at least after the strategy, somebody will say, Well, actually, I do know we don't do that. So there is clarity amongst the people, and if there's clarity amongst the people, they're more likely to buy in to the actions that you require off them to deliver that strategy, that sense of purpose. So we need to look at the skills off the change master on how to development, because, let's face it, I know what it's like working in business. The problems off today consume me on a day by day basis. Rather is a guardian here No thanks for too busy to listen to your better way of doing things. So what we've got to do quite clearly is to break away from that problems of today to anticipate the problems of tomorrow and come up with the with strategies, approaches on implementation to deal with the future. That's what this course has been all about. Defining strategy, either maintaining existing strategy and don't change it, then he's be a valid reason for that As much as it might be. The old strategy needs to change because there's something going on out there, so we need to be very much more focused on the need to drive ourselves forward. But then we can say, Well, OK, why if it's so obvious that things are not going as well as they could and we need to do something better should be changed. Why do people resist change? But there's any number of reasons for the resistance and a number of different consequences that come from that. You see, it may be that, well, it's all right for you As a senior manager supervisor, you get on with that. I'm too busy with this case. Load that. Do you have any phone calls I'm gonna make before I go home tonight? You know all those sorts of things. The consequence of that is, well, that's okay for you. It's all right for the senior people. It's all right for those who've got there, trotters in the trough of the profit share all that stuff. They're sort of political. You carry on, be absolutely fine. I hope he fails. Hope they fall over. That'll prove that I was right. I don't want to be involved. I've been there, Seen it, done it, got the T shirt. So there's the political playing because they're just not interested. What's in it for me type of thing. Or may say, Well, actually, I don't quite understand what it's about. All this track change of strategy is that they can get rid of that department. They can close that they can reduce it. They're not can replace Caroline. She was really good and she's got off on maternity, didn't come back or going to another firm or whatever. It waas Andi. They're well, that's what that's what I think's happened. So there's misunderstanding of why there's a change. Maybe they said OK, I could see where the problems are, but I think we should be doing something different. I don't agree with your strategy. I think this the situation demands we do that strategy. Hence those tools on decision making what must be achieved. What would like to achieve what's essential, what's desirable, be able to make rational decisions that has the emotion taken out of it? They may be, Let's say, Well, for goodness sake. You know, I really gotta go through this again. I really gotta learn again. Have I got to do all those things? You know, I'm sorry. I'm not very good at that. Let me just deal with today's problems. And I've seen this. Whether when? Before computers arrived in businesses on that old Not quite An abacus is. My Children think it might be. I do remember computers arriving on desks. I do remember changes to software. I do remember things like digital marketing. Google. How long has that been around? Certainly less than 20 years. Eso It wasn't there when you were born type of thing. A lot of people were. Unless, of course, you're 18. Then. Of course, it might have been there when you were born. So they will be these. Oh, well, you know, you carry on. Let me just stay over here, cause this is where I'm good. This is what what I want to do. So if we are going to look at the resistance to change. What we need to do is to deal with it in appropriate fashion. Now, I hope you've got somebody that you like around your that will be confident enough to engage in this way. I'm separated here in my office without anybody to interrupt, recording. But what? This hand that comes up. And I run this on training courses to illustrate the point. If you say to somebody, excuse me, could just put your hand up against mine just flat like that and they come along. They put that there. If you give a little bit of a push, what's the reaction? You're going to get just a little gentle push, they're gonna push back, and as they push back, you push a bit harder and they push a bit harder and you put it on. Suddenly it's a sort of arm wrestle. When you say to people, Sorry, it's OK. Just relax your hand. And then when you put the two hands up and you push what happens, well, there's no resistance is ever so easy to create that change. You can illustrate that, but somebody like around the office you trust you. What's going on? Just try it and you'll find that in the second example what you did. You worked on the reasons for the resistance and reduce that onda. Therefore, the force required to implement the change was so much easier and therefore an effective change program one can look at as being What do I need to do it to reduce resistance in that arm? What am I going to do to reduce that resistance? More effort? You put it to reducing resistance. A lot less effort needs to be put together to drive the change forward. You keep pushing, keep pushing, keep pushing, people become entrenched and mawr more resistance occurs. So a few bullet points you may want to pick these up. I can run through them quickly. Effective choke programs is okay. What are the causes of the resistance? Why don't we have a culture that says actually and we are going to be agile? Were a learning organization. Learning means we know what's happening with the C Crown Prosecution Service this week. We know what the legal aid situation is with the tenders. We have the culture that says it is what it is, let's deal with it. There's the cultural things. So who is going to be taking the initiatives? Who takes the initiative? Okay, you may be the change champion, Your level for the organization. What about more junior people who will be first in line to go through some of those key initiatives on change Diagonal slice across the organization? Not just senior, but the more junior on the most junior. It would be right important. From there, you'll get the team to create the change in my experience, go for small gains first. And people say, actually, that new way of working seemed to work quite well. Let's try some it over here. So you then produce the case for change yourself. It is actually. Yeah, it's okay. I've been able to do this on If I could do it, I'm sure you could do. And I saw that, particularly with digital marketing. Yes, I have been around the block a few times, but I took it upon myself to get the diploma in digital marketing so I could lead the changes in my organization. They were saying, Well, if the old man could do it, I'm sure we can do it as well, so I could live that change. We know where it begins. We know where it ends. Changes a journey. We know what isn't changing. We know is changing. That scoped, in other words. So one of the skill sets we've got do we have people are skilled with designing new Web pages. Do we have people skilled with social media? Do we have people skilled with email, marketing and so on? And we have to look at those didn't have the right managers in place? Then we use the force field analysis What's gonna help us implement it? What's going to get in the way? How do we deal with these? What our priorities just in the way we did in the discussion a few months ago. We've got the right managers in place, and then we are listening as much as we are telling So a few bullet points there that I hope you can capture onto the material you've got within the workbook so important it is to drive your change through the organization because chat and change is going to occur on. We need to be able to make sure that we can improve things. So when I talked about, uh, these bullet points there, all within the notes get the culture right. You'll find information there on page 57 for example. So they are all in the notes, and you can explore them in a little bit more detail in your own time. And it's quite interesting when we'll look at things like the McKinsey seven s model. If you change the strategy. One of those seven circles you've then got to say, Well, OK, if we got the structure and we got the systems, that style skills, the staff shared values, Are they all aligned as well? Those compasses we talked about earlier, we very, very useful. So let's move that from, ah, structure for on effective change organization on. Move it through to think about what we need to do as an outline plan for that, What with the Plan B. This is on page 59 off the notes outline plan. Well, this is our sense of purpose. This is where we're going. That's what the future will look like. This is where the how are we going to realize that what needs to change in order to make sure we achieve those things Wednesday going to be happening over what time frame? A process that we're managing. Who's going to be affected, how they're going to be helping supported resources, to be put behind people. To allow this to happen on got new mechanisms to explore how we communicate with our frontline client facing people as well as our back room support people and so forth. How do we train people to have the skill sets that are needed to help these things happen? What sort of structural changes they're going to be? Who reports to whom on then how do we fund the whole thing? So that outline plan. There is a very simple single page document, a bit like Page 59 that will help drive to that success on. Then we can say, Well, that's all very well, But I need to be that positive change agent. How can I become Theo the Superman or woman? Indeed, to be a more successful change agent on becoming a change agent is very, very important to look at it, particularly from point of your attitude to changes it positive. Is it negative what energy is there within the organization either to resist force field analysis or to help again force field analysis the attitude and energy impact on change So we can look at this onder This illustration I've got is listed there for you on page 61. Off the notes on it looks a bit like this across the bottom X axis. We've got the energy, little energy, lots of energy. And then we can look at the attitude, positive attitude to change or negative low attitude to change. And then we end up with four areas. So who are the change agents were there The good X. You are one off. You are positive about the need for change. You can see why you can see how you can see who and you want to make sure it happens. Because this is where your future lies In driving this part of the business forward. Good eggs. Now off the other three, who are the problems? They are all problems to some degree. But how are we going to deal with? I think the first thing we look at is the well poisonous. Now they what I mean by that is they poison the well, the illustration in the workbook is is one with a well there and somebody poisoning. What I don't mean is they're very good at it. But, I mean, they will poison the well, Havel the energy with their metaphorical foot out in the corridor to trip you up to show you that it wasn't gonna work anyway. They may be. Some people said, Oh, yes, we tried that in the 19 eighties. It didn't work. Then you know what happens. We're in 2020. Moving forward. That doesn't make a lot of sense. Something 40 years ago was tried. It didn't work then. Well, poison. I would like to prove you wrong what we're gonna do with him. But you got to two alternatives, Really. One is to listen to them and find out where the issues are and see whether or not you can convince them off the need for improvement because they need help and support to change. Or you may say, Well, OK, let's ringfencing a little bit keeping away on focus on the majority. In my view, it's the heard that moves the horse. In other words, you create a sufficient change amongst the herd the well, poison or the horse. The rather resistant individual will actually change and follow along. Just the sort anecdote. In my experience of working with a large organization introducing new case management systems, your client facing functions on it was recognized because of commercial pressures. The organization's far too busy to too many people. They're going to be a reduction in head count. That was known, and it was people being helped and supported through this process. Andi, there was a consultation with staff over certain other staff. You need a consultation period if there's gonna be significant redundancies. And I was part of that concern consultation. We said to one chap who was a bit of a, well, poisonous look. We're going to create all these initiatives going forward. What I want the groups of people in this room. There were 50 people on the an event that I was talking about one of the offices in the big cities into four groups. I wanted to write up on the flip chart all the reasons why this particular initiative is gonna fail. They also have looked at each other and look back at me and I sent into a flip chart of them paper pen. On that they started writing up all the problems that they ran to three or four pages of problems. Stop for a break. Just before I did that, I said, What we're gonna do when we come back is to explore your thoughts on this. We're going to consider actions to deal with the issues that you've raised, said Chad, away to this chap over the coffee break mid morning on, Gueye said, I how's it going? He said, Mac, I'm actually a bit skeptical about all this, but I really do admire your room. Uh, your approach. I said, What you mean? He said, Well, you're actually facing up to the fact there's gonna be problems. You want us to identify what those problems are? We've had a great time demonstrating why. What you're planning do isn't gonna work. When we came back and what we did was getting to move around one group, Andi said OK, so group in that corner moved to there in that corner, moved to the front of this gonna move across there, so on and so forth. And I said, What you do now is to identify in a different color what ought to be done to deal with the problems that have been identified on that sheet, each other again and off. They went to go all the way and filled up loads in. There's more sheets and we got to lunch time chatting to this bloke. I said, What do you think? They said, I'm really quite surprised. This is quite good. What you've done is to get us to identify the problems on, then what we think should be done. So actually, I was quite surprised. Good ideas came out of it, are very skeptical about this When I said I don't I think that's really something should be too surprised about, because as far as I'm concerned, a good idea doesn't mind who made it. He was a well poised out to prove everybody wrong. He came up with all the reasons why it wouldn't work. Then he was able to identify reasons why or how it could work. I said, Well, what we've done is to reduce the resistance to the change because you've put reasons for what we need to do to put right, so we'll take from that what we need to do to put things right. And he said, Thank you. I'm gonna take this with me on to my next employer. And sure enough, he did choose to leave. He took voluntary redundancy. He got redundancy package, which is quite generous on, then took it onto his next employer. We kept in touch through linked in this one. Does it? Quite interesting. Is that though he was, ah, well, poison. He was actually able to take something on board and moving forward. And he said in the plenary towards the end of they said, What I'm gonna do over the next three months is learn as much as I possibly can to make myself most valuable for any future employer getting over the fact that I'm choosing to take redundancy. Well, poisonous now that the other two groups watches on the sheep. Well, the watches. High attitude. Yeah, absolutely fine. You carry on. In other words, you. The good egg will get on with it. There, watch. That's fine. The right stand in the way on sheep, they will graze. And then when the when the flock moves on on the gate opens, they moved to another field with thicker grass that will get up there will go over there as well. So it's the sheep fall of the watchers. The watchers go to good eggs and change is achieved. So I hope that is useful. I'm sure when you think about your organization on the people within it, then you can see Well, okay, we've got these groups of people. We've got different groups. What are we gonna do with them on How do we deal with him? I'm sure if you look at your team, you may identify those four groups. Hopefully not too many world poisoners, but nonetheless, we got strategies for dealing. And then when we look at the key strategies to deal with this, this is on page 62 of the notes. There's different strategies to deal with. So a directive strategy to deal with the change, you may impose a change by management which could bypass recognize bargaining. In other words, right? This is gonna happen No debate, no discussion and give you some examples. They're negotiating a little bit more interactive. They're changing the culture, attitudes and values about changes. They're analytical approach to the strategy changes when I've taken to analyze what's going on allies. The options choose the best option and so forth. And then the action centred. Stop the general idea of the problem, but then bring it out in particular solutions to change the thing going forward. So there are a few ideas there, bit of an anecdote, and from there we will start to look at conflict and resistance to change. I think this Carty and Rather represents wins. Every says we're gonna have to change things. You think? Well, I now know what I'm up against. So let's explore conflict on resistance where that comes from to create those changes that we seek again, the notes support what we're talking about. Quite a useful table been put together to help you with this, that you'll find, he says, looking down on page 64. So what could we do? Well, we could decide that we're going to spend a little bit of time explaining what's going on. Education. Let people know, give them information, get them analysis, get those sort of things going on. That would be helpful. It maybe we get the we don't have all the information we want. So I want others to participate. I did not have the capital on bright ideas. I don't have the capital on client facing like everybody else because they will have their view. I will have my view. My view may be different from there, so I need to get other people involved in that respect. Maybe because there's some adjustment problems that need a bit of help support training and so forth. Maybe we have to do something more formal. There may be employment contracts to re negotiate that sort of thing because there may be some people who will lose out. We need to help that. It may be that we we just have to co opt people into the particular approach with maybe a bit of manipulation, cause we don't have the time or the money resources just gonna be done. Or we could say, Well, look, this is the way off the world is your choice. Shape up or ship out. It's not the threat off redundancy or threat of unemployment. Just this is the way it's going to be Now what I've shown there, of course, is a sui you up this list. We get mawr time to implement these ideas, and obviously more cost goes with that. But the impact is greater. As we come down, there is more speed. It will happen very quickly. But there may be more failure while you're pushing your hand against theirs. When you remove your push, then they come back to where they were. So it gives you a whole variety in that one table very quickly, sort of in issues that you can get. What's the advantages of each one of the drawbacks of each the pros and calms off, creating the change that you want within your organization? Well worth exploring. So let's explore a little bit more detail. The barriers to change an organization That was just my nature. The sly old Fox, All the Scorpion with a sting in the tail. It's just the way that I am now. Charles Handy was writing about things particular issue a while ago, and don't take it as an actual happened in practice. It's an allegory. It's an illustration off what may happen. What he was saying is you take a bucket full of frogs, they're in a tin bucket or wouldn't bucket sitting there like that and they'll be perfectly happy. But you slowly slowly heat the water. What happens to the frogs? Unlike illustration, they do not try and jump out the slow changes in the water. They don't notice it. The water gets hot, hot, the proteins coagulate, the frogs die. The water boils, but they were never distress. Now, please don't try this at home. Children. Very nice. And neither is it. I think particularly true. But it is on Allegri toe. What can happen in organizations? And that is there are people who quite comfortable, thank you very much. But they haven't noticed the change. So why would they want the ball over on? Change can be slow day by day. Subtle changes. It doesn't have to be a sudden change like a big piece of legislation or some regulation changes overnight or some new issue or eat it from the from the S. R. A. It may be more subtle and people say, Well, the weather hasn't got any different. It's a bit different, is a bit different, is a bit different, but they haven't noticed it significantly. So why What can we do with this? Well, this obviously requires people to see the change in the monitor off it on and explore what the issues are going forward. I have to say, in terms of the experience I've had working different organizations. There are all those who say, Well, let's go back to a better, better time Let's go back to the 19 fifties. Wasn't life wonderful? Then Let's go back to a situation when this wasn't occurring, that wasn't occurring. Well, that's not possible unless you have a time machine. So it's those who set up the status quo, at least likely to want to change it. So that mawr investment that there is in there, we accept that many organizations have a ritualistic approach to it. This is what we do. We've always meet on the third Thursday of the month. Whatever we do will always meet on the third Thursday of the month. The have this management meeting. Well, that's fine. But all that really comes out of one meeting, maybe the date and venue for the next one. It may be well, that's all right for you in your department. It's no good for me in my department, so they have allegiance to their own personal goals. rather than the overall strategy vision for the business overall. So have a look at the resistance to organizational change on there's many listed up here. There's seven different versions to that is the reason for the change. Being resisted isn't going to be because the partnership of reluctant to change their very comfortable thank you very much taking profits from the business. Have they spent all their time investing in that status quo? The decision making the hierarchy career progression? Not seeing the world is they just want to get on with today's problems, not worried about the future. Maybe they culture of billable hours or cash flow is the key performance measure, not in terms of progression. Is there a culture of stability or a culture off agility? And I would much prefer a culture of agility that I would over stability where they would resist change the agility means. Yep, let's take advantage of new opportunities for the benefit that we could all share in that economic prosperity. So what about professionals? I deal mostly with the professions law, obviously accounting as well, Theo. The biological professions like veterinary pharmaceutical on pharmacies as well as hospitals, doctors and so on, so forth. And they any number of reasons why professionals have resistance to change. You can read those on screen there. They do things their way there on impotently, unlikely to want to make rapid changes for fear of getting getting it wrong. They don't want perceived failure. They prefer the no risk approach. And things have been good so far. Why should I change? And I want to keep up my billing targets anyway. Other people over above the professions. This is other staff throughout your firm. They have ALS, these particular issues. You made the decisions they didn't. They don't want a different job but lower paid job. I have a new employee who has Pitman's shorthand. She still uses it on DSHEA, wants to carry on using it, and we'll be voice activated. Dictation do No, No, Pittman. I like it. I use it. I used my own notes. There were work with them. Why should I have always been working in this department? I've always worked on this floor. I've always worked with her. I don't want those new business relationships familiar is secure, unfamiliar equals insecure. I am not comfortable with it. I don't want to change the things in my life anyway. I'm moved offices all of 12 miles on. That doesn't sound very much, but it meant another 20 minutes and somebody's driving. They said. I'm not having that on going on. That was the end of that. So these new life changes people do find particularly challenging to deal with. So what can we do with that? How can we achieve, Ah, high impact on what we have here is the degree of change required on as we grow this, we can look at the employer activity on the employee impact expected, Of course, if we start by, say, okay, this is what's going on. Let's tell people what's going all want to expect to have the impact being. So I'm now aware of what's going on, but I'm still not changing very much. Okay, if we educate, you become much more understanding of what's going on. I understand why not just aware of the need for change, but understand where we're going with this. Well, if I involved people, then they may accept it. So I involved people in the strategy development processes, so they accept what the outcome of it. They're involved in the ranking rating and accept the outcome of it. So if there is something in it for them, I'll go towards things that I want to go towards our move away from things that I don't want to be involved with. So I will move. I will. But if there's some reward that I will aim, go towards motivations, are will achieve those things, I feel better about it. And if you're gonna help and support me through this, I'll feel much more comfortable on that will build commitment. So this little processes we can see is that if we are long way apart from, our people were not going to get that commitment to change. So I hope those ideas on change have been giving you a sort of flavor of how to build commitment at work. And of course, one of the ways of improving commitment is to improve the plans that we write the people can be involved with and follow through. So I'd like to turn to that very important area and explore business planning. I know from many years of painful experience that the best business plans that you could write, don't necessarily work in terms off Get acted upon. When I did my deployment marketing many, many years ago and Post grad diplomas in management, we were writing business plans to a formula process. And the Masters degree that I did on strategic marketing again was looking at business planning and the problem with so many off them that the business plan that gets written for a venture capitalist to invest millions in a business is not the sort of business plan that will work for your team in an office trying to develop new ways of working. So what I want to focus on is the business plans that going to be used not a a sort of global strategic business point of view to attract venture capitalists but from the point of view off practical things that will work in commercial practice like yours. On example that I've got is in the notes on page 66 on This is taken from a plan that we wrote for a business on the South Coast on its taken from their what we realized is that all analysis Our decision making is many, many weeks of work, but it could be summarized on three sheets of paper sheet and 1/2 for the analysis and decision that's being taken and then the final part on the activities that need to be undertaken to make the business implementation work on what the evaluation scheme might be. So marketing, planning. Let's have a look at the fundamental questions that were went behind this. I give you the questions you can copy them if you wish, and then we can explore what the structure might actually look like. So I think good planning starts with some answers to fundamental questions. It's not the answers having the right questions to start with, but you start with the right questions. You'll find the answers so we might start with our goal. Our aims are vision These t ah objectives that we're trying to achieve. The organization will then do the analysis of the clients value used. The Seven Seas is a model to summarize that maybe not in seven bullet points, but in one clear view about what it is that clients value and how we could deliver to that. How are we going to approach the market and we're going to reduce our costs. Are we gonna make us different from the competition? We're gonna focus on a particular sector of it to make things come alive. How can we segmental business? So we got different parts and parcels off it that we can define in one way? Yes, by terms of how our services might be used with criminal defense for actions against the police prison law. Various segments of the business will be related, of course, in that way and then said, OK, what makes us better or different than the other competition within the marketplace? How do we do that? What is it? Those things that are driving our success? Then we can start focusing on who we need to influence our existing and on our new clients to drive the business forward on then. Remember, the smart objectives will remind you off them in a second or two to put all that together. Then we can decide. Well, if that's what we want to achieve, how do we reach our clients? Is it personal networking? Is it something else we're going to be doing? We're gonna bring them in to us for some particular event or are we going to go and see them at a particular event, or are we going to do it through various media? And then, of course, we can decide what we need to spend in order to achieve those things. Now what's that I have you find interesting? There's that with those nine questions. The last one is the marketing budget, which is actually completely the other way around. To my experience in industry where I've worked in large organizations only, said Matt, your head of marketing. Here is your budget next year. Here is your marketing budget on the marketing budget, and it has been a biggest seven figures in the past. Well, if you want to be a legend in your own lunch time, I can go and spend somebody else's money on account for every single penny of it and produce figures that show you how brilliant I've been. Been there, seen it, done it, got the T shirt personally, and this is my approach to businesses that are more modest. Is it zero based budgeting? I have no marketing budget I never have for the last 20 or so of my 27 years in business, why not because I think if you set up a budget, people going to spend it and then we have arguments about committed, proposed and what we've spent, what we haven't spent. Can we call a bit back at the year end and all that sort of nonsense? What is it we want to achieve? What's the benefit accruing for that? How much can we for? Because if somebody came to me and said, Here's a absolute certain way of making 100,000 then if I haven't got £10,000 in my back pocket, I will go bore it on the basis of that plan to achieve 100,000 and I could borrow 10 in order to achieve 100. That's a good return of 129 Return on my capital employed. Fundamental questions get answered first, then I know how much I could find in order to achieve those things. Marketing budgets, I think auto work in that way. So let's put those plans into headings. The example I've got within the workbook give you these sort of headings. They're all there. We identify the aims and objectives, the top level things for particular. This happens to be a probate department of a firm in the South Coast. What's the aims and objectives? What are we offering? Clients that different natures clean the key client benefits. It comes out of the seven seas, of course, seventies of marketing. How do we approach the market? Our core strategy. What's that going to be? What intermediaries, What referrals? Where we come from on then, being very clear in one line. What makes us better different from the competition? We can identify who are clients and where we like to find them. Who is going to do what on your seat towards the bottom of the example in the notes that we identified by name and by date on by what needs to be done so that the responsibilities there we cannot allocate various funds for various parts of the activity on who's going to be responsible for seeing those things go through that as you'll see his own three sheets of paper. Remind of the smart objectives been there. We've been through that a number of times on those objectives written down of about three or four very clear objectives that are smart, they put their very straightforward so that those activities will actually be achieved on weaken their identify the communications budget. So that is very simple way of putting it across. And if it's on three pages, I think you'll find most people will be able to read it, understand it, know where it's going, who's got to do what by when and then it makes the e part off a pie analysis plan, implementation and then the in for evaluation. So much easier Because you can evaluate who has done what by when and what cost implications fundamental for anybody that your level to be able to do. In that way. Let me then summarize where we've got to by looking at how we can create and sustain a strategic capability, part of its planning shore. But also part of it is from getting breakthrough leaders on. They are able to do a whole variety of different things. You have this image within the workbook. It's there to look at creating and sustaining that capability. Um, it's a bit of a story about leadership theories there, but I want to talk about it from your point of view. On that Is this model here not unlike what you've got on page 71. Look at those six core areas. What they good leaders can do is compete strategically and connect externally. They're connecting with clients that connecting with the stakeholders. Remember the stakeholder Matt, Those two pointed arrows getting good relationship with the various bodies that have an influence on the firm. Their whole approach is to be able to succeed, to be successful, to enable people to share in the economic prosperity, managing for results, not for process but for the what the process is going to produce. The only way that your business will prosper is that you grow talent on the team and therefore, not only are you connecting ext, only your collaborating internally and making a difference on those are the characteristics off breakthrough leaders. So have a look at some of the key parts off that Justin Bullet points here to explore your own behaviors. Breakthrough leaders lead by enrollment in engagement. Much of what I've talked about on this program is engaging your people in the strategy analysis, strategic development through situation analysis, through the planning, through the implementation on through the evaluation process as well, so believe in the future. Live the vision Now. The second trait that we see very powerful is, too. It's not so far away. We can get there. We will. Um uh, achievement is starts at the belief level. So belief in those successes. Sect. The second trade is living the vision. Now the 3rd 1 is raising standards. The same old same old is not where the future lies. The future is in doing things better, faster, cheaper. Add more added value. Raising the standards, raising the standards of CPD, raising the standards of talent management force. Then the behaviors trade four on the screen is there's a difference between leadership and management and coaching. Remember, leaders find the path managers make sure the path is being followed, and coaches enable people to develop the skills to move things forward. Andi, good teams, sports teams create leaders. You are a leader yourself as being more senior person within the organization, but you're also then creating other leaders because when you're not there because you're a court when you're not there because you're on vacation when you're not there because you're out seeing clients, other people will take the initiative and drive things further. forward so quite a lot there to explore from your own behaviors point of view, to see whether or not you're able to behave like a breakthrough leader. I thought a useful way off summering The whole program is to look at the 12 key tools we've talked about in strategy development. We've talked about how we take decisions. We talked about how we implement plans and indeed business plans. We right, but I'm going back to beginning in this much as I'm looking at those core competencies linked to strategy. And do these tools help to point out how we get a good marriage between what we're trying to achieve, whether our people can actually deliver it, the implementation leading to good outcomes? Good evaluation. So let's just do a quick review off the 12. We started off with the best analysis to analyze the external environment. The actions that we saw coming from each of the particular issues under these four headings tended to have some sort of competency based based to the action required. People needed to know what was going on. Learn about new things. Yes, it had to do with technical aspects of their job but also about staff engagement. Also about client engagement. Also about the I t. On other systems, and also using is as a tool to educate clients about the changes identified in various sectors. And therefore the question is, are we as a firm able to advise our clients on the issues and what they could do about it? So quite a lot that comes from that analysis, not the analysis, but the action or suggestions that the team come up with is what the firm could do about it. So that leads in to the SWAT analysis, looking at the strengths and weaknesses of the business. And if there are some key strengths, are they matched by the ability to take off those opportunities, or are there some shortcomings in the business, Those weaknesses that we need to address? Are we as agile as we need to be? Do we share learning? Do we who owns the client contact? Do we know what we know? In which case we could double our profits? Can we take advantage of those opportunities? Can we protect ourselves against threats? Now, the SWAT analysis is resource, an analytical tool, so the toes matrix where return on its head to look at the balance between internal and external issues to come up with some core strategies on each of those four core strategies. Review in the book will highlight whether or not there's some skill sets needed to put those together produced core strategies. But as we saw, we could link some of those strategies to deal with various issues within the firm, breaking it down into very clear collective activities, some of which, of course, have to do with the skill sets of people to deliver the up to the opportunity. So with these two coming together, Swat two toes quite a useful way of identifying what it is we need to be good at now the ants off matrixes, you know, remember, the raspberry jam rule doesn't taste too good if you spread it too thinly. Why? Because you've got finite amount of time, money, effort and people and know how. Market penetration strategy, doing more for the same needs. One set of skills If you take your existing portfolio of products and your existing clients, and whether there's opportunity for a client to take the output from more than one department needs a skill set on being to share contact, share the knowledge, share the experience and developed business in that way, where developing new services for existing requires a different set of skills on developing into new areas may require people to understand Maura about different sectors of the legal market. So a lot of different learning going on there. The Boston Consulting Group Well, we've got those question mark products. Are they going to grow our their services? That will really take a difference. If we trained up our people to deliver those services and more successful way, could we grow our share of the market that will move the question marks into the stars. We have those cash cows. Have you got the right people with the skills to maintain? Those don't need a lot of cash going into feed the cow just enough to en able to milk it. Three. The parallel is there and intended to be, so we need to have good people to maintain the health of cows in order to be productive in producing the cash that we invest in other areas. If we're looking at the importance performance matrix, are we any good at the things that are really important. And as we saw in the case study there, there were some things that needed to be done and they weren't being done because there wasn't the motivation, the ability or the confidence of people to deliver. So use that which is very client centric, a za way of identifying what's important on then evaluating how you perform compared to the competition. Good solid, piece off research to identify what skills are needed in order to fill up the gaps. I'd also happens to identify anything you're particularly good at. That isn't important anymore. People gonna let go the old ways if you will look at new ways working. We did address that in the area, looking at change management, moving across to Porter's Five Forces or the sixth. If there's collaboration required, then we can identify where the pressures are within the market. What helps those things work? What get in the way of us trying to do what we want to do on, therefore gives some pointers to what we need to know what skill sets we need in order to deal with those forces that are affecting our business competitive pressure is clearly bank central to that one. You'll remember that from the program. The seven s is very good because it does include three key areas. One is style, style of management. Have you got the right style for the strategy? If not, managers need to be trained up to deal with it. Have you got the right style and decision making? We talked a lot about decision making where others who haven't been through what you've been through may need a bit of help to guide them in that particular direction. People you've got need the right people, the right culture, the right attitude, right, shared values. And is there some awareness training needed to improve that particular area in your firm and of course skills speaks for itself to got a useful thing to get every part of the business aligned with the strategy. How do you create new value? It's not just being good at the law because other firms are also good at the law. The new value offer. Maybe we stopped doing some things. We start doing some things. We do it more. We do it less. We do it better. We do it different than that requires a lot of people to change the way in which they work on Often there's a skill set that goes with that. Innovation is a better thing to do or a better way off doing it well, I gave some examples, and we went through there as to how we could use different avenues to look at new ways of working on. That may require a new set of skills. And I found when I got something quite modest looking process, what processes we were doing, what processes we could improve. People learn the skills off innovating and finding a new way to do something that had been done before, accepting that the old ways are today the best ways. There's better ways of doing things, but that's part of a learning organization. And I don't mean training. I mean learning, learning new ways to improve things. And that could be very much on the job work. The seven seas and marketing means that we learned that marketing is actually our function. Everybody in your firm does the marketing, not just the person challenged with marketing per se, everybody who's in client facing or everybody who's supporting someone that is client facing. So the tool itself is an opportunity for people to open their eyes to aware CIS to the things that they impact on improving the customer experience right from the first phone call to your for right the way through to getting a satisfactory conclusion of their matter. And then, of course, that stakeholder engagement help people identify what's important now, what we need to do to make it better than what skill sets we're gonna need to actually make that happen. And I think that stakeholder engagement brings the whole thing together for you. I hope you found, therefore, that this course has been useful to you on that you've got some clear ideas on. I do hope that the 87 page workbook quite a meaty tone but intended to be so to give you the help and support. So good luck with your business strategy, development and good luck with driving change. And if you are using this as part of your qualification, that good luck with that qualification. And I look forward to speaking with you again very soon on another date, A little program. Thanks very much. Bye. For now,
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