Funnel Vision - A Helmsman's View of the Strategic Planning Horizon within the Data Era - Part B

Funnel Vision - A Helmsman's View of the Strategic Planning Horizon within the Data Era - Part B

Welcome back to Part II of this series on strategic planning. Within the previous article we have a tendency to reviewed the first six of twelve core areas that represent the key areas of focus for a thriving business within the Data Era. In this text, we have a tendency to review the remaining six areas.

Core Space 7: Organization's Image: Development and Sustainability - The facility of branding is amplified through increased accessibility to the patron and the public in general. For instance, a spill in Alaska caused by one cruise ship crew member now not remains just an occasion on the Coast Guard report; it reaches lots of individuals, some of whom are therefore sensitive to the difficulty that they'll elect to not use the cruise line for the their next vacation.

In an surroundings where loyalty and retention are focuses of each human resources (staff) and sales (customers), corporations are leaning on the general public relations arm of their operation to confirm alignment between company identity and image. Firms like Crowley Maritime acknowledge the need for an effective PR machine, and have assigned the responsibility for internal communications, media relations, advertising and marketing communications for the corporation and its subsidiaries and business units operating around the globe to a Director of Company Communications.

Core Space 7 focuses on the development of an authentic image that's aligned with the organization's identity and culture. It lays the muse for selling, branding and advertising plans. It is also examines how the organization builds relationships with customers and guides client acquisition, satisfaction, loyalty and retention.

Core Area 8: Social Responsibilities: Community Outreach and Mentoring - Operating with the community is a crucial part of our industry. The collaboration of the Canaveral Port Authority and the surrounding community resulted in the port developing a unique academic program that emphasizes community education on the importance of protecting our natural resources, for that they were awarded the AAPA Environmental Excellence Award. An analogous trend has been manifested within the cruise industry through the creation of the Company Social Responsibility (CSR) notation by the classification societies for cruise ships.

Core Space 8 provides the atmosphere and culture within the organization to handle the social responsibilities of the organization, together with interaction with the immediate community, the professional/technical communities, and the subsequent generation of professionals.

Core Area nine: Revenue Generation and Sales -The appetite for merger and acquisition as the worldwide business arena becomes an open field is apparent. Sales don't seem to be the only real supply of income for several companies who are trying at the bottom line with a magnifying glass. The aim of this core space is to provide the landscape for the revenue generation potential of the organization. Additionally to traditional revenue sources, this includes leveraging technologies, resources or market presence; licensing of patent-protected products or services; recycled information; appreciation of assets or brokerage of projects.

Core Area 10: Risk Management - Understanding, managing and reducing risk remains one in every of the business's Achilles Heels. "It is not widely practiced in the shipping business," in line with Sanjeev Bhandari a Mumbai-based mostly P&I Club representative who spoke at the Shipping conference in Chennai, India. "Risk management must not remain the concern of high management alone. Employees in the least levels should be inspired to appear for areas of vulnerability in each the company and its ships," he added.

This issue took center stage during the third-annual Arctic Shipping Conference, with discussion pivoting around risk management in light of political transformation, climate amendment and environmental issues in times of growing O&G activities within the arctic region. Risk management has so much more impact that just insurance, workers' compensation claims, and compliance with Department of Labor and Industries regulations.

Core Space ten focuses on the development of a comprehensive risk management set up for the organization, together with a technique by that risks are formally identified, quantified and managed throughout project execution.

Core Area eleven: Legal Framework - A clue on why leaders in the maritime business should pay a shut attention to the legal framework of their organizations can be picked up from the message that ABS president and CEO Robert D. Somerville delivered throughout the World Maritime Forum in St. Petersburg, Russia. In his read, demands have increased from the general public to improve safety records; the character of assets, specifically ships, oil rigs, and floating structures, has modified; the technology on the market to classification societies is much more sophisticated; and therefore the pressure on the shipbuilding industry to chop prices, improve productivity and deliver a high quality product are totally different than the past. These and different changes add new threats to an already-cluttered minefield of moral and legal challenges.

Core Area 11 provides the legal guidelines and framework for the organization's activities, together with problems related to immigration and work authorization, intellectual property, contractual obligations, and alternative legal matters that require to be aligned with corporate policy. It also provides an understanding of the organization's governance and how it addresses its moral, legal, and community responsibilities.

Core Space twelve: Infrastructure and Tangible Assets - Last however not least is the focus on an vital, however generally overlooked issue: our physical work environment. It includes the working space and equipment that supports the team in successfully accomplishing their duties and responsibilities.

In conclusion, when charting an organization's future course, we tend to want to require a systematic approach.

We have a tendency to additionally should remember that regardless of whether or not it is a shipyard, boat builder, port authority, or a naval design firm, we have a tendency to all have one outlined purpose in common: we have a tendency to must be ready to Deliver Relevant Price to Our Stakeholders. This can be achieved by adopting up to date considering strategic planning that advocates shifting the main focus from strategy as a fit to strategy as a stretch, from resource allocation to resource leverage, from portfolios of services to portfolios of competencies, and from competition as confrontation to competition as collaboration.

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