A Strategy Director role

1. Purpose

Strategy
to lead
1. the strategic planning and development of Any Company
o through the ongoing internal change programme and
o development of clear strategies for organic and non-organic growth,

- targeting growth towards £1bn plus by 2010, enhanced margins to an average PBT greater than 3%, and
- having a clear long term 5-10 year plan to reflect changing market conditions

2. the regular strategic review of the business and its markets including lead in
o assessment of acquisitions subsequently playing key roles in
i. due diligence
ii. final agreement
iii. integration activities
to create and generate
3. innovative customer solutions and generate sustainable, margin enhancing new market opportunities from current core capabilities

Cultural Change Programme
to support and assist
1. MDs to shift client relationships towards long term, mutually dependant, high-value business relationships
o through enhanced business development,
i. partner selection,
ii. market selection,
o process improvement and
o high impact operational support and coaching

2. the MD and HRD in raising the calibre of business leadership across the organisation including talent development

3. the MD in the ongoing implementation of process improvement and cultural change in Any Company, involving all
o functions and
o business units.

Process delivery
to create
o brand positioning, marketing,
o internal and external communications,
o business development and business improvement functions

o to create sustained growth, market leading positions in our chosen sectors and
o enhanced business reputation
______________________________________________________________

2. Responsibilities:

1. Strategic planning
o acquisition planning and implementation

2. Business development
o Customer solutions
o Marketing and brand

3. Internal and external communications

4. Business improvement

______________________________________________________________

3. Initial Objectives:

Strategic planning
Assess and critique the 2007 strategy submission and develop action plan,
o including assessment of potential new markets and actions to progress
· Monitor and manage our progress against our strategic projects.
· Support or lead the roll-out of our vision and strategy.
· Take ownership of the corporate scorecard.
· Lead the initial scoping and for cross group working in
o regeneration,
o property development and
o complex projects in common sectors (eg Rail, Nuclear)

Business development
· Recruit and/or develop high calibre BDM’s
o agree roles, targets and objectives and confirm meeting and reporting structure

· Support the MD’s in business development strategies for
o relatively new sectors (e.g. power generation, defence, airports, ports, Crossrail) and
o ongoing areas of targeted growth or market share defence (e.g. Rail, Renewables and Water)

· Assess existing customer relationships and identify continuous improvement opportunities
· Review current JV partners and any actions required to address future needs

· Embed and champion account management approach across BU’s
o assess BDM processes and agree a cross company business development plan

Internal and external communications
· Recruit or grow a high performing communications team who are
o proactive and
o recognised by the business units and sites as adding real value to their operational activities

· Develop an innovative and high impact PR and marketing plan
o Develop a detailed plan to raise the Any Company brand awareness,
§ utilising feedback and workshops held to date and facilitate company-wide engagement
o build upon existing plans to enhance external communications; e.g. web site, external literature, site branding etc
o Oversee the completion of a comprehensive library of
§ case studies,
§ pre-qualification materials and
§ other specific marketing literature, both operational and cultural
· Continue to support Cascade, roadshows and other internal communications events which have proved successful

Business improvement
· Lead the cost reduction programme.
o Set targets for efficiency savings and deliver in conjunction with EMT directors
· Chair business improvement forum
· Develop a business improvement plan for Any Company
o including assessment of specific new processes, in conjunction with process owners.
o Support the MD and *** in developing a best practice framework and implement processes and coaching to embed this into our culture
o Assess opportunities for specific performance improvement activities
· on live contracts with resulting client engagement

· Actively support the Values roll-out programme

· Work with *** to develop a company performance model and fully implement
o KPI’s and
o other performance and data requirements

· Assess our CSR strategy and
o support/coach current team to take a step change in our current culture, strategy and profile

China - historical territories and 1914 Republic (days of empire)... from Wikipedia

Click on links

TradeStone's RADICAL vision!

... recognises the importance of private labels and therefore our vision is simple – to provide the world’s leading retailers and wholesalers with private label solutions that deliver radical results. What do we mean by radical?

R – Rapid Response

A – Agility (Opportunity/Challenge Response)

D - Dramatic Design

I – Innovation

C – Controls (QA/QC/Regulatory)

A – Alternative (Channels/Sourcing)

L – Leapfrog (the Competition)

TradeStone’s radical results include: 200 to 400 basis points to the bottom line; sales increases of 35 percent; average consumer spend increases of seven percent; and sell through at margins of 78 percent.
TradeStone…Private Label Solutions; Radical Results!

Thought Leadership

According to commentators such as Elise Bauer, a distinguishing characteristic of a thought leader is "the recognition from the outside world that the company deeply understands its business, the needs of its customers, and the broader marketplace in which it operates."[2]

Leadership is deliberately causing people-driven actions in a planned way to accomplish the leaders agenda. Phil Cosby[3]

Centre for Business Performance Aims
The Centre for Business Performance (CBP) brings together leading edge academic research with practical tools and extensive experience from collaborating closely with industry. This blend of theoretical rigorous research and practical application has placed CBP at the forefront of performance measurement and management.

Context
The CBP provides thought leadership in the area of performance measurement and management.

Thought Leadership Research
What do we mean by thought leadership? Thought leadership has to meet three rigorous criteria. It has to make a worthwhile contribution to theory; to the development of tools to aid managers directly; and to establishing best practice in that area. In this way the CBP remains at the leading edge of its discipline. The CBP has been a leading force in performance measurement for more than a decade. Our research builds on our deep knowledge and experience in this area. It is grouped around a number of areas of expertise:

• Measuring intangible assets
• PM in the public sector
• Predictive performance
• PM and planning and budgeting
• PM and IT systems
• PM and rewards
• Target setting
• Dynamic systems
• State of the art
• Theoretical foundations in PM
• Frameworks

All our research activity tackles one of the four main research challenges in performance measurement and management. These are:

• The design of performance measurement systems
• The implementation of performance measurement systems
• The management of organisations using measurement systems, and
• The evolution of performance measurement systems.

We also have an ongoing stream of work exploring the impact that measurement systems have on organisations. Maximising the benefits of performance measurement can be a daunting task, so CBP have created a series of workshops and conferences to help directors and managers design, implement and manage performance measurement systems. Using tools and techniques crafted over the past ten years and honed in practice, the programmes cover high level overviews through to a four day design and implementation programme and specific individual workshops.

Tools and Techniques
CBP has developed and tested a series of tools and techniques to help directors, managers and consultants:

The Performance Prism - a multi-stakeholder performance measurement framework that guides performance measurement design in outward looking businesses and public sector organisations
The Performance Measurement Record Sheet - a template for designing appropriate performance measures especially useful for the softer areas such as customer loyalty and employee satisfaction The Catalogue of Measures - a comprehensive catalogue of measures to help companies in their measurement quest
Implementation Pre-Assessment - a tool for gauging the probability of success prior to embarking on an expensive performance measurement project
The Performance Planning Value Chain - a framework for managing through measures
The Performance Dash Board - a software supported tool for displaying and communicating performance.

These tools and techniques were all developed from a theoretical base but are heavily rooted in practice having been perfected through extensive testing and use. Both CBP's publicly offered workshops and tailored incompany development programmes draw heavily on the use of tools and techniques. The tools allow a process approach to performance measurement giving managers a structure to work from whilst allowing them the freedom to create tailored solutions for use in their own organisations.

Ansoff's Matrix

A basic overview is available on Wikipedia at http://encyclopedia.thefreedictionary.com/Product-Market+Growth+Matrix. Basic thing to remember is that it is always good to have a balance in a business and personal portfolio – suggested split as per percentage below.

UK Ports

see http://maps.google.com/maps/ms?hl=en&ie=UTF8&om=0&msa=0&msid=102119844401171836975.0004436095e195ea75f5e&t=h&ll=52.059246,1.230469&spn=3.34373,9.558105&z=7
Aberdeen (GBABE)

Blyth (GBBLY)

Bristol (GBBRS)

Charleston (GBCHD)

Felixstowe (GBFXT)

Fishguard (GBFIS)

Fleetwood (GBFLE)

Glasgow Apt (GBGLA)

Goole (GBGOO)

Grangemouth (GBGRG)

Greenock (GBGRK)

Holyhead (GBHLY)

Hull (GBHUL)

Immingham (GBIMM)

Ipswich (GBIPS)

Isle of Grain (GBIOG)

Liverpool (GBLIV)

London (GBLON)

Portbury (GBPRU)

Sheerness (GBSHS)

South Shields (GBSSH)

Southampton (GBSOU)

Stranraer (GBSTR)

Teesport (GBTEE)

Thamesport (GBTHP)

Tilbury (GBTIL)

Warrenpoint (GBWPT)

http://www.searates.com/