Results Driven Planning

Results Driven Planning (RDP)© is a proprietary methodology developed by Michael Fischer & Associates (MFA) specifically designed to improve business performance and take advantage of change. Our comprehensive approach to managing the complexity of change and our innovations in developing RDP enable organizations to get results from strategic planning that they strive to achieve.

As MFA grew it developed a framework to organize its intellectual property, methods, processes and innovative tools. We learned to leverage our proven processes and to incorporate them as best practices.

Together with its proprietary Internet-based tool STTAR Navigator© and its data base of business information, RDP delivers executable and maintainable strategic plans including change programs that are prioritized on value.

RDP guides the way to achieve strategic goals by developing new strategies, identifying critical success factors, evaluating competitive opportunities, stimulating innovation, leveraging technology, streamlining business processes and building strategic implementation programs.

RDP measures the strength and probability of success of the strategic plan by delivering a risk/readiness assessment, an analysis of resource requirements, a quality assessment of business processes and systems, and a detailed project plan to …

“Chart the Competitive Course”

2The speed of strategy implementation will be a competitive differentiator for most businesses.

The growth and success of an enterprise depend on its ability to define its current position, envision its destination, develop a firm set of strategies, identify objectives with well-laid plans to achieve its objectives, chart its course and develop an organization committed to execute the plan.

RDP provides the flexible framework and the tools to articulate the organization’s goals, identify areas of the business where new strategies may be required, identify critical success factors and clarify its objectives through the establishment of significant business measures and targets.

RDP tools are used to validate the company’s current position, baseline the strengths, weaknesses and competiveness of today’s business model and its application of information technology.  These tools to determine the quality of the current information technology architecture and its impact on the performance of the business processes supported.

With the enterprise’s current position defined, RDP’s tools are now used to organize the information needed to identify potential business opportunities to respond to critical success factors. RDP aligns this information with the business processes that contribute most to critical success factors.

The stage is now set. This is the time when we employ our “Best in Front” philosophy that is designed to bring out the best in people. We believe the insight, innovative ideas, and most pragmatic ideas, come from leveraging the knowledge organizations already have. RDP maximizes the ability of people to contribute by encouraging collaboration to develop tactics, foster innovation, and to formulate an ownership attitude. This part of the process is key to creating an agile organization.

The potential business opportunities will be analyzed, qualified, quantified, and organized into measurable business initiatives. Importantly, opportunity linkages to the business objectives and critical success factors will continue to be maintained in order to identify and articulate value to the organization.

Measuring business improvement and assessing the impact of initiatives on strategy and operating practice is critical to the implementation process. Reliable information obtained and organized through Internet-based technologies in RDP builds the framework for creating sustainable advantages to organize and prioritize change initiatives.

Structured methodologies and tools are used to analyze initiatives in order to determine processes that are candidates for calibration, streamlining or major restructuring.

When the enterprise’s destination is determined and the course has been set, RDP integrates business initiatives, operations streamlining, and information technology application into change programs. These change programs identify tactics to link strategy to operational execution across and throughout the enterprise and are prioritized by the impact on business metrics and contribution to business value.

Finally, the RDP process delivers the program plan that builds an integrated set of actions designed to implement
the strategic plan, create sustainable advantages and improve business performance.

While delivering the program plan is a significant accomplishment, it does not go far enough. We think a plan must be executable, maintainable and sustainable. Therefore we built RDP to provide the management information and tools to assess, manage and maintain the program plan;

     Plan Value – The business performance impact of each change program is assessed in measurable terms focused upon value and
Return on Change (ROC).  RDP scopes, schedules and prioritizes each change program in terms of its impact on the organization’s business objectives.

     Status – provides a comprehensive view of the program plans’ status.  It clearly identifies the implementation strengths and weaknesses of business objectives, critical success factors, initiatives and confidence factors.

     Risk Assessment – provides a measurable program risk factor. Quantified scores provide a measure of risk for critical success factors, initiatives, cost estimates and confidence factors.

     Readiness Assessment – provides a measurable business function and systems readiness factor. Quantified scores provide a measure of readiness factors for functional processes and information technology focused upon quality and impact on the change programs.

     Resource Analysis – provides an analysis of resources (e.g., capital, internal, external and technology expenses) required to implement the change programs. Reports indicate opportunities to reallocate budgets based upon strategic impact of the change programs on the business model.

With the competitive course charted “Make it Happen”

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