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Driver 3: Strategy Planning & Operations
Driver 2: Finance – Sub-driver Questions (c. Stakeholder Management)
c.1. Stakeholder management
NA. None of the statements apply (AP 2.1.4)
B. The organisation builds trust with stakeholders by focusing on compliance and statutory requirements (AP 2.2.4)
D. The organisation understands stakeholder needs and is increasingly transparent in its communications. There are clearly defined roles and responsibilities to manage key stakeholders (AP 2.3.4)
L. The organisation clearly articulates its value proposition and tailors it to individual stakeholders. There is a track record of consistent delivery against promises — no surprises. The organisation is ready to explain its financial position to its stakeholders; There are evolving functions to manage banks, sponsors, and other stakeholders
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Driver 3: Strategy Planning & Operations
Strategy Planning & Operations Driver: Introduction
a. Strategy and Planning
c. Continuous Improvement b. Operational Excellence
Your operating model is the link between strategic intent and the ability of your organisation to deliver on that intent. Having a clear approach that aligns your operations with your strategy will increase your ability to achieve success. Organisation leaders consider all aspects of operations at a macro and micro level. Focused on the details, they understand that every aspect of their organisation must hold up to scrutiny and be constantly improved to stay relevant and ahead of the pack. Leading organisations leave nothing to chance but instead take control by analysing their operations and ensuring that all parts remain at their most effective at all times, making changes as and when needed.
Strategy Planning & Operations Driver Components
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Driver 3: Strategy Planning & Operations
Questions to think about:
1. What is your organisation strategy in achieving the goals and priorities? 2. How is operational strategy defined and managed? 3. How are the outcomes of operational strategy measured and reported? 4. How is continuous improvement embedded within the organisation? 5. How do you measure improvements across the organisation?
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Driver 3: Strategy Planning & Operations –Sub-driver Questions (a. Strategy and Planning)
a.1. Value creation strategy
NA. None of the statements apply (AP 3.1.2)
B. The organisation is able to understand and meet the needs of its members (AP 3.2.2)
D. The organisation is constantly exploring new ways and opportunities to create or add value to its members (AP 3.3.2)
L. The organisation strategy embraces an innovative culture fully aligned with the different member needs and requirements to deliver optimal growth and financial sustainability
a.2. Organisation continuity planning
NA. None of the statements apply (AP 3.1.3)
B. The organisation has continuity plans and measures in place to ensure organisation continuity in the event of disruption or crisis (AP 3.2.3)
D. The staff are clearly communicated or educated on the organisation continuity plans to ensure organisational awareness (AP 3.3.3)
L. Continuity plans are proactively reviewed for effectiveness and continuously updated for relevance in managing future disruptions or crisis situations
a.3. Organisation strategy and partnerships
NA. None of the statements apply (AP 3.1.1)
B. The go-to-market strategy is opportunistic; Strategic partnerships are not a key priority (AP 3.2.1)
D. The go-to-market strategy drives short term growth; Strategic partnerships are occasionally leveraged to tap on each others’ competencies or to deliver scale (AP 3.3.1)
L. The organisation strategy includes a plan to drive long term sustainable growth and uses strategic partnerships as a key component in driving the strategy
In Germany, the Association of the German Trade Fair Industry (AUMA) had developed continuity plans for the German Trade Fair industry, enabling the resumption of physical trade fairs with safedistancing and hygiene measures in place. AUMA’s continuity planning had enabled Germany to conduct 20 physical trade fairs and exhibitions to host local and international attendees after a period of 6 months during which physical exhibitions were prohibited due to the pandemic.
b.1. Operational excellence
NA. None of the statements apply (AP 3.1.4)
B. There is a focus on operational excellence within silos in the organisation; Standard operating procedures (SOPs) are developed, but not often communicated or reviewed (AP 3.2.4)
D. Cross-functional collaboration drives productivity and cost-optimisation across the organisation; SOPs are constantly reviewed and clearly communicated to the staff (AP 3.3.4)
L. Operations are fully integrated within the organisation; Structure is an optimal combination of outsourcing, in-house capability and collaboration with external parties for cost-effectiveness, productivity and efficiency measures
