Bill Decker

Without a Strategy: the Strategy Planning Workbook Bill Decker

Publisher Marketing: Without a Strategy we are lost. How do we even know if we've "won?" If we don't have a target and clear definable, measurable ways to hit our target, how can we determine our own success? In three decades I've had the chance to see firms try to build new products, enter new markets, acquire firms and reduce operational overhead all Without A Strategy. And I've seen many firms fail because of it. Reasons companies give to justify working Without A Strategy 1)"We have too much work right now, strategic planning will only create more work." 2)"We already know everyone in our industry." 3)"We are letting our partners make the strategy." 4)"We don't need consulting, we just need more sales." 5)"We plan to do our strategy at the annual meeting next year." 6)"Why should we have a strategy? Our competitors don't." 7)"We've been successful for 40 years." 8)"Our CEO doesn't believe in Strategic Planning." 9)"Our industry is different." 10)"Strategic Planning is not in the budget." As a management consultant, executives have asked me to build budgets without a strategy. As an investor, I've heard pitches from firms who want funding. They've presented slide shows without a strategy. This workbook is meant as a guide to help firms build a strategy. It won't tell a company what its goals and objectives are. The workbook provides a blueprint for firms to build their strategies, develop ways to measure them and help executives articulate those plans within and outside the organization. Why do companies work without a strategy? Simple. Executives are afraid that by planning a strategy, there will be more work. Nothing could be further from the truth. A strategy (or set of strategies) will refine and define activities. If activities aren't on the strategy, they should be avoided. It's a classic case of an overused phrase: work smarter not harder. The Workbook is organized logically. It starts by helping the user understand the market, the firm itself and the directions being pursued. It asks the user to undergo common methodologies such as defining missions and visions. The user is then required to pull out actionable strategies, measurement techniques and list the parties responsible for fulfillment. Contributor Bio:  Decker, Bill Bill Decker is founder and managing director of Partners International Inc. He consults in foreign and domestic market penetration, negotiation, cross-cultural understanding, and strategy for Start-ups and company growth. Background: He has decades of experience bringing firms into new markets around the world and has lived overseas for over 14 years. He has lived in Southeast Asia, The Middle East, Western, Central and Eastern Europe. His industry experience includes media (traditional and electronic) information, business services, hi-tech, healthcare, and energy. The Adventure: Bill's adventures started in 1983. He was armed with a handful of phone numbers, $100 cash, a suitcase, mandolin, and a one-way ticket to Taipei. During his adventures he was able to work his way around the planet, learn several languages, receive an MBA from Europe's most prestigious university, and personally start more than 20 companies around the globe. During his tenure abroad, he witnessed the falling of the Berlin Wall, and began opening his own offices in Central and Eastern Europe for his firm, Connect International (which had 60 offices worldwide). He has solved problems around the globe, acquired new markets for his clients, evaluated and negotiated with acquisition candidates and been involved in dozens of start-ups.