The single greatest failure in strategic planning is:

Strategy is conducted entirely with “inside-out thinking” and does not gather “outside-in feedback” from channel partners – your reps and distributors. 

According to Brian DiBella:  “In January of 2007 I took the position of VP/GM of Wiremold. After the first few months in the new position it became clear that Wiremold did not have an effective long range plan and little direction for the future. In order to actively participate in the plan development process I thought it best to bring in a consultant to manage the process and facilitate working sessions.  

Farmington Consulting Group came highly recommended from various parties in the electrical industry. When I described the situation to Tom O’Connor, he agreed to help and recommended that he focus part of his efforts on an external SWOT analysis. From there we developed a questionnaire designed to give me insight into the perception of our sales team and customers about Wiremold. This external, customer facing approach proved to be the critical decision in the process. This was an excellent recommendation from Tom. Through Tom’s confidential interview process and instant credibility with our sales team and customers, we were able get candid insights and feedback about Wiremold’s perception in the market. Although the news wasn’t good, it was critical to hear and understand the truth. This input was then used to create a long range plan that was aligned with our strategic objectives and that would address the market’s perception of our ability to execute.  

One of the cornerstones of the new plan was an initiative called Customer 1st. Since completing the long range plan and focusing on execution/implementation, we have achieved much. The Customer 1st initiative has really taken hold and the market has recognized a change in our culture. Wiremold is easier to do business with than ever before. Our marketing organization has been transformed and is the strategic driver of the business. We have implemented organization wide metrics and tools to measure performance. The metrics are supported by a variety of processes and management reviews. Discipline and execution have clearly become organizational competencies. I am convinced that we would not have made certain strategic decisions, nor put in the place the metrics and processes to drive". 

To find out how we can profitably impact your strategic planning process, email me at tomoconnor@fcgltd.com or telephone at 860.676.7876.