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Best Practice Meeting Agenda's

We find that customer's who fun regular meetings are more effective at achieving their goals.  Why?  This is a time to meet with your team, hold each other accountable and collaborate on how best to achieve your target's. 

Below are the Best Practice Meeting agenda's which you can use directly to run your meetings in Results.  

Best Practice Meeting Agenda's

One-on-One Meeting

Team Meeting

Daily Team Huddle - Beginning of Day

Daily Team Huddle - End of Day

Quarterly Strategic Plan

Annual High Level Strategic Plan Review

One-on-One Meeting

Default Duration - 30 minutes

The 1 on 1 meeting is where the manager is focused solely on discussing one person’s performance, and how the manager can best support that person in the execution of their goals. The 1 on 1 meeting is a success discipline that great managers conduct with their direct reports every week.

 

Review Individual Metrics

Make sure all individual metrics are up to date (they should be updated prior to the meeting). If any metrics are “red” ask, “What’s happening?” Discuss the cause and agree remedial actions.

 

Review Individual Projects

Make sure all individual projects are up to date (they should be updated prior to the meeting). If any projects are “red” ask, “What’s happening?” Discuss the cause and agree remedial actions. Likewise, discuss and update any overdue tasks.

 

Key Issues to Discuss - Individual

Capture any blockages, frustrations, requests, or suggestions that either party would like to discuss and resolve at the 1 on 1 meeting. These should be entered prior to the meeting

 

One Phrase Close

Capture a one line statement, quote, or phrase that sums up how you are feeling or what you are thinking at this moment. 

 

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Team Meeting

Default Duration: 1-hour

Weekly team meetings help to build culture. They keep everyone informed about what is going on. The facilitator must hold people firmly accountable for having their goals and tasks up to date prior to the meeting, and hold people accountable for honoring their commitments and achieving the agreed performance standards.

 

Good News: Personal + Business

In addition to setting the tone, personal good news stories help team members learn about each other’s lives outside work. Use a key work accomplishment from last week as your business good news story. These should be entered prior to the meeting

 

Review Team Metrics

Make sure all team metrics are up to date (they should be updated prior to the meeting). If any metrics are “red” ask, “What’s happening?” Discuss the cause and agree remedial actions.

 

Review Team Projects

Make sure all team projects are up to date (they should be updated prior to the meeting). If any projects are “red” ask, “What’s happening?” Discuss the cause and agree remedial actions. Likewise, discuss and update any overdue tasks.

 

Key Issues to Discuss - Team

Capture any blockages, frustrations, requests, or suggestions you would like the team to discuss and resolve. These should be entered prior to the meeting

 

The #1 Thing

Highlight the #1 task you will complete between now and the next meeting that will have the greatest impact on your area of the business. Ideally, it is not a mundane “business as usual / do my job” activity. The task must be within your control; one that you agree to be held firmly accountable for completing before the next meeting. These should be entered prior to the meeting. It’s a way of sharing what everyone is working on this week, and highlighting the #1 Thing helps to get people focused on the right priorities

 

Core Values Story

Share a specific example of where you observed someone else on the team demonstrating one of your Core Values by their actions in the previous week. These should be entered prior to the meeting.

 

One Phrase Close

Capture a one line statement, quote, or phrase that sums up how you are feeling or what you are thinking at this moment. These should be entered prior to the meeting.

 

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Daily Team Huddle (beginning of day option)

Default Duration: 30-minutes

Daily Huddles give everyone in the team a quick status update of what everyone is working on, and help get people focused on the right priorities every day.

If a person arrives unprepared to answer the questions, the team leader must take them aside after the meeting to help them prioritize their work so that they are prepared for future meetings.

Keep the meeting snappy and energetic. If someone starts waffling or telling a detailed story that does not impact every person present, the facilitator should prompt them to speed up with words to the effect of, “Keep it moving”.

If a detailed problem solving discussion is required, “Take the issue offline” and list the names of the persons who need to attend the discussion immediately after the huddle is over. They can report back to the team at the next huddle to share the solution.

 

What I got done yesterday

Be specific. List actions that you completed within the period in question

 

What will I get done today

Be specific. List actions that are within your control that will be completed within the period in question.

 

Key Issues to Discuss - Team

Capture any blockages, frustrations, requests, or suggestions you would like the team to discuss and resolve. These should be entered prior to the meeting

 

Lessons Learned

Share any lessons learned that will help the individual or team to continuously improve .

 

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Daily Team Huddle (end of day option)

Defaul Duration: 30-minutes

Daily Huddles give everyone in the team a quick status update of what everyone is working on, and help get people focused on the right priorities every day.

If a person arrives unprepared to answer the questions, the team leader must take them aside after the meeting to help them prioritize their work so that they are prepared for future meetings.

Keep the meeting snappy and energetic. If someone starts waffling or telling a detailed story that does not impact every person present, the facilitator should prompt them to speed up with words to the effect of, “Keep it moving”.

Create a safe environment for people to put their hand up and ask for help when they are feeling stuck. If a detailed problem solving discussion is required, “Take the issue offline” and list the names of the persons who need to attend the problem-solving discussion immediately after the huddle is over. They can report back to the team at the next huddle to share the solution

 

What I got done today

Be specific. List actions that you completed within the period in question

 

What will I get done tomorrow

Be specific. List actions that are within your control that will be completed within the period in question.

 

Key Issues to Discuss - Team

Capture any blockages, frustrations, requests, or suggestions you would like the team to discuss and resolve. These should be entered prior to the meeting

 

Lessons Learned

Share any lessons learned that will help the individual or team to continuously improve

 

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Quarterly Strategic Plan update

Default Duratio: 4-5 hour

The key to executing your 3 to 5 Year Strategic Moves and ultimately achieve your BHAG is to review and discuss your progress every quarter. Then you redo your SWOT analysis to reflect changes in your business and external environment. Finally, you choose your top 3 Strategic Projects for the next quarter that address the issues contained in your updated SWOT, and move you in the direction of your long-term 3 to 5 Year Strategic Moves.

 

Every participant should answer each question individually and complete the exercise at least 1 week prior to the meeting to allow ample time for discussion and dialogue, before finalizing your decisions on the actual planning day.

 

Quarterly Personal Achievements List

What notable things did YOU PERSONALLY accomplish in the last period?

 

Quarterly Team Achievements List

What notable things did YOUR TEAM accomplish in the last period?

 

Quarterly Company Metrics Review

Goal owner to comment on the organization-level Metrics that drive the success of the key functions and the overall operating model of your organization.

 

  • What actually happened?
  • What went well and why?
  • What could be improved and how?

 

Quarterly Company Strategic Projects Review

Goal owner to comment on the organization-level Strategic Projects your team chose at the last planning session - the key initiatives you chose to make your organization more successful.

 

  • What actually happened?
  • What went well and why?
  • What could be improved and how?

 

Quarterly Individual Metrics Review

Goal owner to comment on the Metrics YOU were personally named accountable for.

 

  • What actually happened?
  • What went well and why?
  • What could be improved and how?

 

Quarterly Individual Projects Review

Goal owner to comment on the Projects YOU were personally assigned at the last planning session.

 

  • What actually happened?
  • What went well and why?
  • What could be improved and how?

 

Lessons Learned

What valuable lessons did you (or the team) learn in the last period?

 

START Doing suggestions

What NEW things do you (or the team) need to START doing? (e.g. Things that you are not doing yet, but you consider important for your future success).

 

KEEP Doing suggestions

What CURRENT things do you (or the team) need to KEEP doing? (e.g. Things that add value that need to be preserved / continued / enhanced).

 

STOP Doing suggestions

What CURRENT things do you (or the team) need to STOP doing? (e.g. Things that are not working out / Things that used to be valuable but are past their "use by" date / Projects that have failed to deliver the expected results and need to be discontinued / Activities or behaviors that are no longer appropriate / Product or service lines that should no longer be offered).

 

Quarterly BHAG Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Once per year as part of your Annual High Level Strategic Plan Review we strongly urge you to redo your Industry Analysis to update your BHAG. However, every quarter we should review our progress on our current BHAG:

 

  • Comment on the progress you have made (or not made) on your BHAG since the last planning session
  • Do you have any suggestions for improvements?

 

Quarterly 3 to 5 Year Strategic Moves Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Once per year as part of your Annual High Level Strategic Plan Review we strongly urge you to redo your Industry Analysis to update your 3 to 5 Year Strategic Moves. However, every quarter we should review our progress on our current strategic moves:

 

  • 3 to 5 Year Strategic Move #1: Comment on the amount of progress you have made (or not made) since the last planning session?
  • 3 to 5 Year Strategic Move #2: Comment on the amount of progress you have made (or not made) since the last planning session?
  • 3 to 5 Year Strategic Move #3: Comment on the amount of progress you have made (or not made) since the last planning session?
  • Are they still the right long -term moves, or do you have suggestions for improvements?

 

Note- If there is strong disagreement about the existing 3 to 5 Year Strategic Moves, or your industry is undergoing significant disruption, we recommend that you redo the Industry Analysis + 3 to 5 Year Strategic Moves workshop. (See agenda item: Annual Industry Analysis + 3 to 5 Year Strategic Moves)

 

SWOT Analysis - Strengths

Using your 3 to 5 Year Moves as the context, If an outside investor was evaluating your organization today, what would they list as the top 5 internal strengths your organization possesses; things that will create a strategic advantage in the next 12 months?

 

  • Strength #1
  • Strength #2
  • Strength #3
  • Strength #4
  • Strength #5

 

SWOT Analysis - Weaknesses

Using your 3 to 5 Year Moves as the context, If an outside investor was evaluating your organization today, what would they list as the top 5 internal weaknesses your organization possesses; things that need to be fixed or improved within the next 12 months?

 

  • Weakness #1
  • Weakness #2
  • Weakness #3
  • Weakness #4
  • Weakness #5

 

SWOT Analysis - Opportunities

Using your 3 to 5 Year Moves as the context, If an outside investor was evaluating your organization today, what would they list as the top 5 external opportunities your organization could pursue within the next 12 months?

 

  • Opportunity #1
  • Opportunity #2
  • Opportunity #3
  • Opportunity #4
  • Opportunity #5

 

SWOT Analysis - Threats

Using your 3 to 5 Year Moves as the context, If an outside investor was evaluating your organization today, what would they list as the top 5 external threats your organization needs to prevent or reduce the impact of within the next 12 months?

 

  • Threat #1
  • Threat #2
  • Threat #3
  • Threat #4
  • Threat #5

 

Current Strategic Projects

Using your revised SWOT Analysis as the context, what are the top 3 short-term Strategic Projects your organization should implement in the coming period to address the major issues you have identified in your SWOT?

 

  • Strategic Project #1
  • Strategic Project #2
  • Strategic Project #3

 

Once these suggestions have been debated, and final decisions made, the Strategic Projects should be set up in the software, scoped out, assigned to the appropriate project manager, and tasks assigned to commence their implementation.

 

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Annual High Level Strategic Plan Review

Default Duration: 8 - 16 hours

This is the most important time every year when you take a step back from “business as usual” and define / refine your vision and strategy for the future.

 

If this is your first annual high level strategic planning session we recommend you take 2 days off-site with your core team and watch every strategy workshop as you go through this process in order to complete all the elements your one page strategic plan. These workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

If this is an annual follow up planning session, we recommend that you take at least 1 off-site day to go through this process. 1 day is a minimum. 2 days  may be required to truly do it justice.  This is in investment in your future. Remove yourself from distractions and make it count.

 

Every participant should answer each question individually and complete the exercise at least 1 week prior to the meeting to allow ample time for discussion and dialogue, before finalizing your decisions on the actual planning day.

 

Annual Industry Analysis + 3 to 5 Year Strategic Moves

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Professor Michael Porter’s 5 Competitive Forces analysis, and PEST analysis (Political, Economic, Social, Technology) is a proven framework to analyze the key issues impacting your industry. You will identify the “Opportunities” and “Threats” facing your business that will help you to create a robust S.W.O.T. analysis (Strengths, Weaknesses, Opportunities, Threats) and then ultimately choose the right long-term strategic moves to position your firm for future success. We recommend that you conduct a thorough industry analysis at least once per year (more often if your industry is undergoing significant disruption).

 

Rivalry Between Existing Competitors

Think about the organizations who already offer similar products or services to you, and who currently compete for the same customers you do. Increased global competition and commoditization is driving prices down in many industries. If you have many competitors offering similar products and services, then you will have little power in your industry. If customers don’t get a good deal from you, they will go elsewhere. However, if you are “dramatically and meaningfully different” from your competition, then potentially you have more power.

 

  • Who are your main rivals that competing for the same target market customers, and what moves are they likely to make?
  • What are the main competitor threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

Threat of New Entrants

New entrants can easily weaken your position if it doesn't cost much in terms of time, money, or skill to enter the industry. It's easier for newcomers to enter if there are no powerful incumbents with economies of scale. It's easier if there's little or no protection for key technologies or if new entrants can bring significant cost advantages to the market. On the other hand, if barriers to entry are high, your competitive position is somewhat protected.  

 

  • What new entrants are looking to establish a toehold in your industry?
  • What are the main new entrant threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

Threat of Substitutes

Your power is affected by the ability of your customers to find a different way of achieving a similar solution or outcome. Very often, new technology opens new possibilities that can result in competition. There's another type of substitution that's often harder to spot. It's a product or service that's not in your industry but helps a customer achieve the same goal or fulfill the same need. Keep both types of substitution in mind as you answer the questions.

 

  • What substitute offerings could satisfy your target customers underlying needs?  
  • What are the main substitute threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

Bargaining Power of Suppliers

How much power do your suppliers have to dictate prices to you? That power is determined by how many suppliers there are, their size and strength, how unique they are, and how easy or costly it is for you to switch to another supplier. The fewer supplier choices you have and the more you need their help, the more powerful they are. Note: In some industries (e.g. software /  consulting) your key suppliers are the skilled staff you need to operate your business. Your staff may leave to set up a firm in direct competition to you. Ask yourself; "who" or "what" do you need to pay for in order run your business?

 

  • Who are your main suppliers and what moves are they likely to make?  
  • What are the main supplier threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

Bargaining Power of Customers

In general, the more important any individual customer is to your business, the more bargaining power that customer has and the less you have. For your industry, the bargaining power of customers is determined by the number of vendors they have to choose from, how meaningfully different they perceive you to be, and the cost to them of switching from your products or services to those of your competitors. Your customers also wield power to the extent that they can influence other customers to buy from you or not. Individual customers can now sing your praises or tell their tales of woe to millions.

 

  • Who are your main customers and what moves are they likely to make?
  • What are the main customer threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

Political Factors

Think about the specific laws and regulations govern that your industry, how they affect you now, and how might they change within the next three to five years.

 

  • What are the main political / regulatory threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

Economic Factors

Think about the economic factors that could influence your industry e.g. Economic growth; Interest rates; Exchange rates; Inflation; Availability of credit. You should be able to identify other factors. If you do business in more than one country, you’re likely to have different economic factors and answers for each one. You may also want to consider factors like changes in purchasing habits;  Levels of discretionary spending; Use of debt and leverage vs. more frugal spending; Changes in the way people purchase or make transactions in your industry; New forms of payment; How attractive your industry is to outside investors or buyers.

 

  • What are the main economic threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

Social Factors

Social factors are changes in the way people live and act. They include changes in demographics and in the number and distribution of people, and also sociological factors like values and habits. Among demographic trends, it may be the aging of the population in your area or the age distribution of the workforce itself. Think about the ages and attitudes of the people that you employ and those who are your customers. Perhaps there are health or environmental issues that specifically affect your industry.

 

  • What are the main social threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

Technology Factors

Think about new technologies that specifically touch your industry now, and those that you think are likely to make a mark within the next three to five years.

 

  • What are the main technology threats or opportunities you see?
  • What strategic moves do you need to make to address these?

 

3 to 5 Year Strategic Moves

Your Industry Analysis will have identify a number of threats and opportunities, as well as some potential strategic moves you could take to address these issues. We can't do everything however. We need to prioritize and focus our efforts. What are the 3 most critical long-term strategic moves you need to take in order to position your organization for future industry success - the top 3 BIG projects that will be implemented over the course of the next 3-5 years?

 

  • 3 to 5 Year Strategic move #1
  • 3 to 5 Year Strategic move #2
  • 3 to 5 Year Strategic move #3

 

Once these suggestions have been debated, and final decisions made, the 3 to 5 Year Strategic Moves should be entered into the plan and used as the basis for reviewing all the other elements of your strategic plan.

 

Core Values Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Core Values describe the rules for the  “right behaviors” that must be demonstrated by everyone in your organization regardless of their role. They should be behaviors you can observe. They also provide the context for decision making, “What’s the right thing to do?”

 

  • How well are the Core Values behaviors aligned with your long-term strategic moves?
  • Are you be willing to have everyone graded on how well they live each behavior?
  • Do you have any suggestions for improvements?

 

Core Purpose Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Your Core Purpose is not about making money. It is a statement that describes “Why?” your organization exists. It’s about the difference you want to make in the world. It should inspire all of your people, not just the management team.

 

  • How well does the Core Purpose describe the “essence” of what you do for your customers (beyond your current product of services offerings) - now and for the foreseeable future?
  • Do you have any suggestions for improvements?

 

BHAG Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

The thing that separates great mountain climbers from average mountain climbers, and great companies from average companies, are the mountains they choose to climb. What mountain does your organization want to climb? Your BHAG doesn’t have to be about growth or being as big as possible. It’s about defining a great achievement for your company, whatever greatness looks like to you,

 

  • Is your BHAG a measurable goal with a deadline, where you can track your progress each quarter as one of your key metrics?
  • To what extent does your BHAG inspire your people to greatness?
  • How aligned are your 3 to 5 Year Strategic Moves with the achievement of your BHAG?
  • Comment on the progress you have made (or not made) on your BHAG since the last planning session
  • Do you have any suggestions for improvements?

 

Target Customer & Geographic Area Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Many companies make the mistake of trying to go “too broad” and appeal to everyone. Great companies know that you need to “delight the few to attract the many”. When you have a clear and narrowly defined “bulls-eye” customer: Your product / service design has more clarity & focus (you know who you are building it for); Your marketing communications are more effective (you know who you are talking to); The target customer perceives you as the expert at meeting their needs .

 

  • Is your Target Customer description clear and narrow enough to provide strategic focus?
  • How well are the Target Customer’s needs understood and described?
  • How well are you able to effectively service your chosen geographic area?
  • Do you have any suggestions for improvements?

 

Core Activities & Non Core Activities Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Just because something has made you successful up to this point, it does not mean that that is the best place to allocate your resources moving forward. It’s easy to say YES to things, but you can’t be all things to all people.  What are you NOT going to do. The essence of strategy is being able to say NO.

 

  • Have you made it very clear what activities / products / services you are going to invest your time and resources in?
  • Have you made it very clear what activities / products / services you are NOT going to get into, or what you are going to STOP doing?
  • Do you have any suggestions for improvements?

 

Strategic Position Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Positioning is what you do or say to get into the target customer's mind to program how he or she thinks about your brand. Your aim is to “own” a piece of mental real estate in your target customer’s mind - a concept that none of your competitors own.

 

  • Does your Strategic Positioning statement stake out a “position” in your industry (or create a new category) in which you can authentically claim “leadership” or a “meaningful point of difference”?
  • Does your Strategic Position contain 2 or 3 words you can potentially “own” in the mind of your target customer?
  • Do you have any suggestions for improvements?

 

Key Benefits & Brand Promise Review

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Functional benefits describe what your product or service does for your customers. These are your offering's attributes, or "the job to be done."

Economic benefits describe what your product or service means to your customers in terms of time or money. Economic benefits appeal to your customer's head, his or her rational part.

Emotional benefits describe the way your product or service makes the customer feel. Emotional benefits appeal to your customer's heart, which is why they are the most powerful benefits.

 

  • How well is your #1 Functional Benefit “the job your brand performs” described?
  • How well is your #1 Economic Benefit “the rational justification for purchasing” described?
  • How well is your #1 Emotional Benefit “how you make the customer feel” described?
  • How well does your Brand Promise encapsulate the blunt compelling offer your brand makes to your target customers?
  • To what extent do you measure the delivery of your Brand Promise as a key metric?
  • Do you have any suggestions for improvements?

 

Numerical Targets

If you have not previously watched the workshop, we recommend you do this first. The workshops provide the educational context as well as examples that will help you make wise strategic decisions in each area.

 

Numerical Targets are numbers aligned to your 3 to 5 Year Strategic Moves that measure your progress toward your BHAG. You also want to choose numbers that everyone in the company understands. Tracking these numbers that tell everyone in the company how you're progressing is one powerful way of engaging everyone in the execution of your strategy. You want to share your progress in ways that people can see, understand, and talk about with each other.

 

  • Are your Numerical Targets aligned to your 3 to 5 Year Strategic Moves?
  • Are your Numerical Targets numbers simple measures that everyone in the company understands and could physically count if they chose to?
  • Are your financial forecasts and budgets aligned to your Numerical Targets?
  • Do you have any suggestions for improvements?

 

SWOT Analysis - Strengths

Using your 3 to 5 Year Moves as the context, If an outside investor was evaluating your organization today, what would they list as the top 5 internal strengths your organization possesses; things that will create a strategic advantage in the next 12 months?

 

  • Strength #1
  • Strength #2
  • Strength #3
  • Strength #4
  • Strength #5

 

SWOT Analysis - Weaknesses

Using your 3 to 5 Year Moves as the context, If an outside investor was evaluating your organization today, what would they list as the top 5 internal weaknesses your organization possesses; things that need to be fixed or improved within the next 12 months?

 

  • Weakness #1
  • Weakness #2
  • Weakness #3
  • Weakness #4
  • Weakness #5

 

SWOT Analysis - Opportunities

Using your 3 to 5 Year Moves as the context, If an outside investor was evaluating your organization today, what would they list as the top 5 external opportunities your organization could pursue within the next 12 months?

 

  • Opportunity #1
  • Opportunity #2
  • Opportunity #3
  • Opportunity #4
  • Opportunity #5

 

SWOT Analysis - Threats

Using your 3 to 5 Year Moves as the context, If an outside investor was evaluating your organization today, what would they list as the top 5 external threats your organization needs to prevent or reduce the impact of within the next 12 months?

 

  • Threat #1
  • Threat #2
  • Threat #3
  • Threat #4
  • Threat #5

 

Current Strategic Projects

Using your revised SWOT Analysis as the context, what are the top 3 short-term Strategic Projects your organization should implement in the coming period to address the major issues you have identified in your SWOT?

 

  • Strategic Project #1
  • Strategic Project #2
  • Strategic Project #3

 

Once these suggestions have been debated, and final decisions made, the strategic projects should be set up in the software, scoped out, assigned to the appropriate project manager, and tasks assigned to commence their implementation.

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