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| The JAR&A STRATSNAP© Strategic Snapshot process is a Critical Issues based strategic analysis process and toolset that has evolved over several decades to provide a concise, results orientated, goal directed process across a diverse spectrum of client and project applications. |
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| Based on McDonald's Exmar Process |
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| The original process was derived from the "Exmar" Strategic Marketing Planning Methodology of Professor Malcolm McDonald of Cranfield School of Management which is strongly market (stakeholder) focused. |
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| Engineering Against Failure |
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| It has been extended through combination with a number of specialist focus presentations which address the "real issues" in a spectrum of practical areas of corporate strategic focus ranging from High End global strategy through a range of Information Technology focus areas to high end project management. In all cases the focus is "Designing for Success by Engineering Against Failure©" which is a fundamental guiding principle of JAR&A. |
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| Commitment to Results |
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| Underpinning the concept of STRATSNAP© is a rigorous commitment to results based on essential principles of Engineering Design, Military Combat Planning and Customer and Market focus. |
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| In comprehensive form STRATSNAP© comprises a one day on-site orientation and interview based investigation, tailoring of the workshop presentation and toolset to the specific focus of the client, three days of intensive workshops and a formal written report. These components are adjusted to accommodate the requirements of individual clients both in terms of budget constraints and extent and scope of issues. |
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| Mini STRATSNAP© |
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| The one day Mini STRATSNAP© process is designed for smaller clients and clients with a clearly contained problem definition. |
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| Tailored "Real Issues" Presentation |
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| Every STRATSNAP© workshop is initiated with a specialist presentation, tailored to specific client circumstances and drawing on the wealth of "real issues" investment failure diagnostic experience of Dr James A Robertson. |
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| The basic structure and content of these presentations is derived from the presentations by Dr Robertson to International audiences which were an important factor in Dr Robertson's listing in "Who's Who in the World" since 1999. |
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| Tailored to Client Context |
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| This presentation, tailored to the specific client context and informed by the pre-workshop interviews provides a common frame of reference, terminology and understanding for workshop delegates. |
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| The presentation further informs delegates as to the factors which typically give rise to failure, drawing on real world, first hand, case histories. |
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| Stimulus to Challenge Paradigms |
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| This provides the stimulus necessary to challenge existing paradigms, promote lateral thinking and identify OWN organization weaknesses. |
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| Structured, Numerical, Non-Threatening Process |
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| The Critical Concerns ==> Critical Objectives workshop process that follows provides a structured, numerically based, non-threatening framework for the real issues relating to the workshop focus to be clearly identified and objectively quantified. |
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| The process further affords all delegates the opportunity to present divergent views on the corporate situation in a manner where there is no suggestion of any delegate being right or wrong. This stage in the process is a powerful means of developing common understanding and improved communication between divergent team members. |
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| Highlights Overlooked "Obvious" Issues |
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| It has particular value with recently constituted or restructured business teams. The process frequently highlights issues that, once identified, are “obvious to all” but which were being totally ignored previously. |
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| We have consistently found that on completion of this phase of the process the executive sponsor for the workshop will identify a change in focus for the remainder of the process. |
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| Major Opportunities for Beneficial Change |
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| This change in focus is generally consequent on a realization that there is a factor of material significance that has been overlooked. Often these factors do not require substantial effort or investment and on a number of occasions proposed investments measured in millions have been found to be no longer warranted. |
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| "In one instance covert political sabotage was exposed and on other occasions hidden agendas have been exposed or have been eliminated by developing common understanding and a basis of communication." |
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| Diversity of Options Tailored to Client Requirement |
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| The remainder of the workshop process entails a diversity of options tailored to specific client circumstances and requirements. |
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| This can include a broad based strategic context analysis including Critical Strengths, Weaknesses, Opportunities and Threats. Strategic market analysis including Critical Market Segmentation Factors, Critical Market Attractiveness Factors, Critical Product Strengths, Customer Critical Success Factors for buying decisions and Critical Competitor Analysis are further options. |
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| Specific options are available relating to strategic application of Information Technology, information warehousing and sub-optimal I.T. Investment performance. |
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| Financial and Other Measures |
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| Where appropriate measures of relative capital investment, resource utilization, operating cost distribution and other operational and strategic measures are determined. |
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| Numeric Measures Facilitate Comparative Analysis |
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| All components can be undertaken at varying levels of detail and delegate consultation and since numeric measures are employed throughout subsequent comparative analysis and sustainable ongoing analysis and design is possible. |
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| Multiple Workshops for Large Organizations |
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| Where multiple departments or divisions are involved in the process, either collectively or in discrete workshops, the numeric measures highlight fundamental differences in understanding and communication breakdowns. On occasion situations of potential corporate deadlock or fragmentation have been averted. |
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| Multi-Dimensional Frameworks |
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| Where appropriate, strategic and operational governance, marketing or reporting frameworks are derived as a means of providing a basis for resolving non-conformities in corporate governance structures. |
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| Turnaround |
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| In other cases one year or three year high level strategic action plans or short term turnaround plans result. |
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| Action Plans |
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| In most cases the resulting measures of performance are driven through to a high level structured numeric gap analysis associated with brainstorming of critical actions required to accomplish the objectives identified during the process. Specific plan action ownership, time frames and relative resource allocations are frequently determined by the end of the third day. |
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| Continuous Consultation and Calibration |
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| In all cases continuous consultation with the executive sponsor throughout the workshops ensures that the final outcome of the process is optimal from the client perspective. |
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| High Yield |
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| STRATSNAP© is an intensive and demanding high yield process which relies on tried and tested intellectual property, a simple but effective tool set and a highly experienced facilitator with many years experience across the full spectrum of business operation and market sectors. |
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| High Client Specific Focus High Level of Facilitator Experience |
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| The outcome of STRATSNAP© is a tailored high level strategic SnapShot of YOUR business which highlights the critical issues across the FULL spectrum of possible issues. This combination of high client specific process focus and extremely broad based facilitator experience ensures that the resulting analysis and plan has the highest possible probability of success. |
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| Major Savings Frequently Occur |
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| "Frequently a single STRATSNAP© process has sufficiently focussed client attention on the critical issues that multi-million dollar restructuring or investment has been avoided without further input required from JAR&A." |
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| Solid Ownership of the Outcome |
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| In many cases the outcome is so obvious and so defendable that delegate ownership of the solution is so solid as almost to ignore the role played by the facilitator and the process. |
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| Report |
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| The recommended end deliverable for the initial STRATSNAP© is a formal report containing all data harvested during the process consolidated into formal, considered, recommendations suitable for circulation as a living foundation for further action. |
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| This report makes use of templates and supplementary technical explanations as appropriate to reinforce and add further value to the results of the workshop process itself. |
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| Larger Organizations |
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| In larger organizations or in more comprehensive strategic planning environments multiple STRATSNAP© processes can be undertaken with the same delegate groups addressing further focus areas or developing more depth of analysis moving progressively into the fully fledged corporate STRATPROC© (information available on request). |
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| Additional STRATSNAP© processes can also be undertaken with different delegate groups in order to develop understanding of all facets of the corporation. |
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| Customer and Market Plan Validation |
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| To enhance plan validity consolidated findings of market focussed STRATSNAP© processes can be processed with customer or stakeholder delegate groups in order to validate assumptions and ensure that customer satisfaction, priority and other measures have been correctly evaluated. |
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| Workshop Presentation Included |
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| As an added value a copy of the workshop presentation, representing the consolidated experience of decades of experience is included in the deliverables and clients are welcome to video the presentation on the first day of the workshop strictly for in-house reference. |
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| Tool Included |
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| The STRATSNAP© software tool, populated with the workshop data, is also included in the final deliverable. This permits clients to undertake further analysis and more detailed planning or use the process further in-house. |
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| Equip and Empower Clients |
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| Our objective is to deliver high value executive level solutions and at the same time to equip and empower clients to develop critical issue process capability as an effective integral component of decision making. |
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| Tailored to Suit Budget |
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| In cases where budget or scope of investigation necessitate it the scope of an initial STRATSNAP© process can be tailored to reduce the number of days of workshop engagement. The report can be excluded provided the client ensures that a senior workshop delegate is held accountable for taking notes of all major conclusions reached. In many cases delegate numbers can be reduced to a core planning team after the first day of the workshop as the major consultative input is generated during the initial processes. |
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| For smaller clients with tight budgets a one day generic Mini STRATSNAP© is available. |
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| High Value Solution |
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| We are pleased to offer STRATSNAP© as a highly flexible, high level action oriented analysis and solution design service to corporate clients. |
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| If you are seeking a high value, high quality Strategic View of current corporate circumstances, diagnosis of sub-optimal performance, review of direction, evaluation of investment options or similar solution, STRATSNAP© is your answer. |
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| Foundation for Further Services |
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| Furthermore, your investment in STRATSNAP© lays the foundation for a comprehensive suite of professional services from JAR&A and our wide international network of associate specialists designed to ensure that whatever the outcome of STRATSNAP© the actions mandated CAN be successfully implemented. |
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| The Answer to Many Organizational Concerns |
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| If you are concerned that your organization is running sub-optimally, are faced with an abstract or challenging investment, marketing or business decision or would simply like to obtain a consolidated team oriented view of your business, STRATSNAP© is the answer. |
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| STRATSNAP© -- Ready to serve YOU |
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| We look forward to developing a STRATSNAP© agenda tailored to the needs of YOUR corporation. |
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Request Your STRATSNAP© Proposal Now
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