Many early stage start-ups choose not to develop and maintain a strategic plan. They typically have a business plan, which was required for their funding process, but they don’t have a plan that links the longer term vision to their annual and quarterly plans. Now many of these start-ups’ founders have had prior negative experiences relative to planning, but they don’t need to undertake a time-consuming, expensive and cumbersome process to get to such a plan.
I moderated a couple of strategic planning sessions recently and the OGSM framework continues to be my favorite framework for start-ups. OGSM is a top-down strategic framework that defines and links the long-term vision to the medium to short-term strategies and metrics. It is a planning process that is initiated by the leadership, but it is shaped by all of the employees. Since it needs to fit on one page, it makes it a much more palatable planning framework for start-ups.
Business leaders need to deploy big, bold strategies to stay competitive and continue to take share from the competition. These strategies need to challenge conventional thinking and span multiple years. But to deploy such strategies, leaders often need to overcome institutionalized small-culture thinking, narrow-mindedness and aversion to risk that block accelerated growth. If you do manage to overcome such internal challenges, your reward is bold, doable strategies that excite your employees and leave your rivals behind.
So why is there a prevailing think-small culture in most companies? Here are a few reasons:
- Conventional wisdom considers historical performance and market growth rates vs. also including relative market share to develop annual objectives
- Most compensation plans are geared toward quarterly and annual performance, so there is a natural incentive to set realistic goals to ensure their achievement and exceed them Read more
Many folks see the merit in large corporations investing to grow their business in India, but what are the prospects and potential for mid-sized overseas corporations to do so? Do they have deep enough pockets to ride the roller coaster and survive long enough until the end of the “samudramanthan,” to taste the fruit (I spoke about this phenomenon in my earlier post, Whither India)?
But first, as with all things good in India, it is important that we herald all beginnings as an auspicious occasion. And what better time than Diwali, the “festival of lights” which Hindus celebrate this month. Diwali symbolizes the victory of righteousness. This festival commemorates Lord Rama’s return to his kingdom Ayodhya after completing a 14-year exile. Diwali is also considered to be the festival of the Goddess of wealth and prosperity, Laxmi.
Finally, the Big Bang did happen. And what a date to pick! What timing, with the government announcement being made less than a week before Ganesh Chaturthi, the Hindu festival that marks the day Lord Ganesha bestows his presence on earth. Lord Ganesha is the “ remover of all obstacles” and all events and happenings begin by chanting his name. The benefactor obliged and the roadblocks began to be removed and dismantled.
So, what did the government of India actually do a little more than two weeks ago? To start, it made a few bold moves to address key issues relating to fiscal deficit and restarted the reform process. To me, this is just the beginning and a lot more will follow, contrary to popular belief.
DAC is a privately held investment manager and advisor focused on special situation investments with an absolute return objective. DAC sources, values, and manages Asian investments including single and multi-credit non-performing loans, distressed real estate, and distressed equity and structured financings. The firm was founded in 2002 and currently manages more than $400 million (US) across two funds (22 investments), several separate accounts and numerous investment-specific engagements across five countries in Asia. It is considered to be the largest buyer of mainland non-performing loans, having bought more than 45,000 soured loans from mainland China lenders since its founding. Phil Groves, DAC’s founding partner, shares his insight on DAC and the overall investment state of China.
What is the State of China’s Economy?
Is it headed for a major correction? Eventually yes, but not for the next couple of years, due to the regime change and its unique economy. So nothing drastic will take place. The key is for the leadership to control social unrest by implementing sound economic policy. Also, keep track of the savings rate, which has been very high, in part due to a lack of investment alternatives for the average Chinese national. If it decreases, it will certainly impact domestic investment as well as China’s appetite for foreign sovereign debt.