Generating Strategies for Technology
Craig Burton and I have worked together in the technology industry for nearly twenty years. In that time, we have developed a way of tackling a project that seems to work. A mentality of abundance has proven effective and generally rules out over our own shortcomings.
Many others have contributed and participated in this work and have played very important roles in refining this process. They know who they are and we thank them. We have received tremendous support from our family, friends and associates along the way and we never discount others’ contributions to us. We have taken the best of the best and invented the rest
Craig and I have defined a strategic practice based on four elements. The elements are vision, leadership, alignment, and consistency. When we use these terms, we intend the following
vi•sion—Unusual competence in discernment or perception
lead•er•ship—A position of advantage or superiority and control
a•lign•ment—A ground plan, a preliminary plan or strategy
con•sis•ten•cy—Reliability or uniformity of successive results or events
Success in creating a market depends on vision, leadership, alignment, and consistency. To achieve success, alignment with the vision must be maintained. Further, to obtain a leadership position in the market, consistency of execution must be continuously monitored
To maintain alignment with the vision, adhere to the ten key elements of planning (below), while staying aware of market changes. Generate a vision broad enough to embrace market changes while maintaining alignment. Ensure that all *audiences understand what the vision means.
Establishing consistency requires repeatedly articulating the vision, leadership, and alignment, to all audiences. Incorporate the ten key elements of planning into every company activity, event, program, and project.
We design strategic programs to educate organizations and markets about technologies. The following document and program descriptions are examples of a complete plan or a perspective of how to make a market and make a market work for you
Each project and document developed includes the following ten key elements of planning:
1. Consistency - How is the project consistent with the vision, leadership, and alignment
2. Objective(s) - Clearly articulate what purpose this document or project fulfills?
3. Specific Targeted Audience(s) such as, industry analysts, customers, or dealers
4. Message(s) Intended - What do you want the audience to know or what action do you want the audience to take as a result of this project. Example: After reading this document, the audience will know...
5. Specific Measurable Results expected - How much, by what date, what will it look like, what will the audiences see, what will the company have. These are tangible elements that can be measured in time and space.
6. Risk Factors - Identify the risks of competitors, the market, and the company.
7. Resources required - such as, new employees, contracted consultants, outside agencies, equipment, technology, supplies, licenses, or development.
8. Schedule - This is a precise timeline, including all factors, of how the project or document will be handled.
9. Budget - The budget will include; when the expenditures are to be expected and a complete description of what is being purchased.
10. Authority to proceed - This is a brief description of the project with signed approval. Signing a document including dollar figures has a tendency to focus the responsible parties.
The Documents
Strategic Recommendations Document:
This document should be completed within 90 days, depending on accessibility to technologies and other resources within the company. The Strategic Recommendations Document is the basis for the company business plan—this is where the vision is described and the future of the company and market is articulated. The Strategic Recommendations Document is the source of the corporate and product strategies.
All of the following documents or projects are based on the Strategic Recommendations Document and may be started after the corporate and product strategies are determined.
Business Plan Document
The Business Plan will describe all elements necessary to become a leader in the market category. The Business Plan will be one of the key factors in securing capital. All other plans to follow will reflect the intentions of the Business Plan.
Product Pricing Document
This document describes the strategy for pricing and packaging of products.
Marketing Requirements Plan Document
Based on the strategic recommendations document, this document outlines the product development requirements, schedules and budgets.
Channel Distribution Programs Document
This program will describe channel distribution conditions, and how to become a player in the channels. The Channel Distribution program will outline programs and schedules for each channel.
Corporate Communications Programs Document
Ideally, this program takes place over the 18 months following the finish of the Strategic Recommendations Document and in our grandest dreams, begins 6 to 12 months prior to expected product release date. The following are examples of the types of programs that are under this heading. Many of the external programs have internal counterparts that must be in alignment with the external activities for the programs to be successful
External Positioning Programs
Public Relations
Advertising
Branding
Trade Events Plan
Corporate Social Events
Speaking Engagements
Internal Programs
Public Relations Training
Advertising Training
Branding
Corporate Social Events
Spokesperson training
Merchandise, Incentives, Awards, etc.
Industry Infrastructure Program
Identifying Industry Infrastructure document
Database of contacts
Contact Program, Budget, and Schedule
Corporate Collateral Program
Web Site
Corporate Capabilities Brochure
Marketing Literature
Product Sheets
Technical Data Sheets
Sales Support Tools
Merchandise
Corporate Road Map Document
The purpose of this Road Map is to determine and ensure that all internal and external activities are in alignment with the corporate vision and strategy. The Road Map is a visual aid to post on the internal web site where all employees have access. It helps every employee see why their efforts are vital to the success of the company. The Road Map shows how the various departments and programs are intertwined and if one thing changes, how other activities will be affected.
The Road Map includes all company programs and activities (internal and external) with schedules, resources, objectives, master calendar, and master budget (access to budget information is selective and should be secured).
Corporate Standards Document
The Standards Document is a documented plan with at least the following sections. Although this is based on the strategic recommendations, much of it is determined by the style and taste of corporate management. The corporate standards develop out of dialogue, presentations, and agreement. Outside agencies may be involved in developing some of the sections.
Corporate Charter, Vision
Corporate Image Program
Product Naming Conventions
Packaging
Glossary and style standards
Organization Infrastructure Document
The integrity of the corporate organization is a factor that can affect the success or failure of a company. This program creates distinctions within the organization that produce alignment with the corporate vision and strategy enabling a sound organization infrastructure that can meet any challenges. The program includes the Corporate Organization Framework Documents in which the organization is specifically defined.
The following is a process for new companies or established companies that may be having difficulty meeting deadlines, employee confusion, missed communications, a population of general dissatisfaction, or a feeling of organizational chaos and tasks being difficult to accomplish.
Corporate Organization Framework Documents
This program can be completed within 30 days in a new organization. In established organizations, it can take up to three months per 50 employees
Defining an organization has several benefits. It saves money and time for the corporation and the employees. It also, reduces waste and poor quality. It eliminates confusion. Employees stay on task. Deadlines are more easily met. Projects get done. Things quite falling through the cracks. Defining an organization infrastructure and developing the framework creates integrity within the organization and among the employee population.
An important benefit to defining an organization infrastructure is high morale. Not only do employees begin to feel better, but they display eagerness, commitment, integrity, and loyalty. Their contributions are more meaningful to the company because the employee is completely clear about what is needed and wanted. And, employees are clear about what to expect from the company. Employees take ownership of their responsibilities and the success of the whole company.
*audiences = any group made up of one or more individuals, having a similar interest, such as; customers, consultants, computer resellers, employees, management, engineers, analysts, editors, board members, venture capitalists, etc. | 
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