Podcast Ep 85 | Get the Most From Your Strategic Planning Framework

There are many frame­works and sys­tems that claim to have the tools to help entre­pre­neurs get what they want from their busi­ness. But how do you know which strate­gic plan­ning frame­work you should use for your business?

In this episode of the Growth Whis­per­ers pod­cast, Kevin Lawrence and Brad Giles dis­cuss the six things to con­sid­er when eval­u­at­ing which strate­gic plan­ning frame­work is best for you.

EPISODE TRAN­SCRIPT

Please note that this episode was tran­scribed using an AI appli­ca­tion and may not be 100% gram­mat­i­cal­ly cor­rect – but it will still allow you to scan the episode for key content.

Brad Giles 00:13

Wel­come to The Growth Whis­per­ers where every­thing that we talk about is build­ing endur­ing great com­pa­nies. I’m Brad Giles. And today, as always, I’m joined with by my co host, Kevin Lawrence. Hel­lo, Kevin, how are things today with you?

Kevin Lawrence 00:27

Things are great, Brad. It’s a beau­ti­ful day in the ear­ly part of our win­ter here in Cana­da, a lit­tle bit of sun shin­ing through life was good. Lots of great things hap­pen­ing. This is busy time for us.

Brad Giles 00:43

Same here. But the oppo­site! Obvi­ous­ly, we’re head­ing towards our first week­end over 31 degrees. So we’re look­ing for­ward to that. Tell me, we always like to start with a word or phrase of the day, what per­haps poten­tial­ly might be your word for today?

Kevin Lawrence 01:01

Yeah, it’s com­pet­i­tive advan­tage. You know, we did a show last week show, we talked about some things around strat­e­gy. But it’s about com­pet­i­tive advan­tages in a meet­ing with a great com­pa­ny that I work with today. And we were talk­ing about strat­e­gy. And I noticed the con­ver­sa­tion was about brand and posi­tion­ing. But not the core com­pet­i­tive advan­tage of the enter­prise and how it’s hard when you’re in the mid­dle of a busi­ness, and you’re fight­ing bat­tles and mak­ing things hap­pen to stay focused on com­pet­i­tive advan­tage. So yeah, that’s where I’m at today. Just how impor­tant that is.

Brad Giles 01:36

Awe­some. Yeah, I, since we record­ed that last week, I used last week’s episode, which was episode 84, the sev­en com­mon strat­e­gy mis­takes from Michael Porter. So I use those as a stress test with the team for the first time. Are you falling into one of these strat­e­gy mis­takes, and it worked real­ly, real­ly, real­ly well. So my thanks for ask­ing my word of the day is web three, web three. So we’ve got web two at the moment. And web three involves the blockchain and a whole range of those types of things. But I think it’s going to have a very big effect. I’ve done quite a lot of research in it late­ly. And I actu­al­ly spent the last two days with one of my clients who is involved in the blockchain. And so yeah, I’ve, that’s what’s on my mind is web three, and how it’s going to impact all of busi­ness and society.

Kevin Lawrence 02:34

So how web three can help improve your com­pet­i­tive strat­e­gy. We weave these things togeth­er. And being tied into these trends and things in the world is a big part of com­pet­i­tive strat­e­gy. In all seri­ous­ness, yeah, is know­ing you know, how fast or how slow do we move towards these new tech­nolo­gies, or new plat­forms or things that are hap­pen­ing? So let’s jump into today’s show? What are we talk­ing about? Brad? And this is some­thing we did fun­ny for every­one lis­ten­ing. And thank you for lis­ten­ing, by the way. Um, you know, we went, you know, we this is episode 85. Five, or like, of course, we’ve talked about this top­ic. This is like the core of what we spend our days doing. And we haven’t so the first time and almost, we’re almost at episode 100. And we haven’t talked about the pow­er of strate­gic plan­ning, and what you need in a strate­gic plan­ning framework.

Brad Giles 03:25

There is a lot you did­n’t when we did the review, you did­n’t believe me? You were like, Come on, we must have done it. I’m like, No, we did­n’t do it. Yeah, so today, we’re talk­ing about how to get the most from a strate­gic plan­ning frame­work. It’s like I said, it’s our bread and but­ter. It’s what we do every sin­gle day is work with tools to help com­pa­nies build strat­e­gy, a plan, every­thing that they do. And so yeah, that’s, that’s what we’re talk­ing about today. Inter­est­ing, that we haven’t spo­ken about before, but very inter­est­ing sub­ject. Because I think that there are lots of frame­works out there, from, you know, a tiny coach who’s just out there hav­ing a go through to the big four account­ing firms. And there are dif­fer­ent fla­vors for dif­fer­ent cus­tomers at the buf­fet. Some peo­ple like the chick­en, some peo­ple like the beef, some peo­ple like to fish, but you’ve got to have the right frame­work to suit your kind of orga­ni­za­tion. If you’re a lit­tle local cof­fee shop. Maybe some of the stuff that we do may not be appro­pri­ate, if you’ve just got one store and two employees.

Kevin Lawrence 04:46

But you want to have 20 stores and 200 employees.

Brad Giles 04:50

Very, very, very good pick­up there. Thank you. Yeah, so there are dif­fer­ent mod­els in terms of strate­gic plan­ning and you’ve got to find the right fit.

Kevin Lawrence 04:59

Yeah, and we had a mod­el is impor­tant because it gives you the key­word frame­work to help you with your think­ing. All it is, is it’s to help improve your think­ing and orga­nize your thoughts. So you don’t lose sight of your plans, once you get them clear. And often frame­works help you to get clear. And stay clear would be a great way of putting it. So we got a whole bunch of points. But the main thing of strate­gic plan­ning, and it’s, you know, you don’t want to have to con­vince peo­ple to do it, because it works because it aligns your think­ing and with the rest of your team and rest of your com­pa­ny. Ide­al­ly, one of the main things is help­ing peo­ple to get time to zoom out and focus on the busi­ness ver­sus being in the busi­ness caught up on all the issues and the fires and stuff. And it’s inter­est­ing. We found when we imple­ment the strate­gic plan­ning frame­works that we work with most­ly frame­work, it takes about 18 months on aver­age, until the sys­tem set­tles down, things get calm and clear. And that peo­ple can actu­al­ly get more strate­gic, because they’re just catch­ing up on all the fires and the tac­ti­cal, and, but they think the machine starts to go and he gets into a nice rhythm. And again, it’s a rhythm of being able to be more on it. So then you can have bet­ter per­spec­tive and think far­ther ahead and think more about how your busi­ness will be endur­ing and great.

Brad Giles 06:20

Yeah, so a strate­gic plan­ning frame­work is the frame­work that you apply to work on the busi­ness, rather than in the busi­ness. That’s the dis­tinc­tion, right?

Kevin Lawrence 06:30

Yes. And the core of the work that we do is a frame­work called Scal­ing up that orig­i­nal­ly was called Rock­e­feller habits. And, and you know, Brad, that’s where Brad and I met is around that frame­work. And I was writ­ing the new book scal­ing up and doing a lot of work on build­ing the next iter­a­tion of that frame­work. And Brad was a super keen coach want­i­ng to learn every­thing to mas­ter it. And that’s, and that’s where we con­nect­ed. And we have oth­er frame­works that we use around that, around that. Around that scal­ing up frame­work, or with a one page strate­gic plan. We have lots of oth­er frame­works. But that’s like a core back­bone. That is a com­mon­al­i­ty that Brad and I have. But there’s lots of oth­er ones, Brad does more work with one called Three hag that a friend of ours, Shan­non has, has devel­oped, and lots and lots of oth­er ones. But the point of it is, is hav­ing a sim­ple frame­work, which we’ll talk about more that allows you to get on the busi­ness, and help improve your busi­ness. Yeah. So the first point that we want to make here is no mat­ter what the frame­work, and there are some bad ones, I mean, we see a lot of real­ly bad ones. And, again, they usu­al­ly fall into cat­e­go­ry and point two, which we’ll get to in a minute. But the thing to get more impor­tant in frame­work is the coach, or the facil­i­ta­tor, or the advi­sor, who is the expert in it, and who will lead you through it cuz you can have the per­fect frame­work. But if you have the per­son walk­ing through it, that does­n’t know what they’re doing, they’re kind of an ama­teur or they’re just, you know, for what­ev­er or they just not a good fit for you. They could be excel­lent, but not the right per­son for you, because fit mat­ters as well. Yeah, it does­n’t, it does­n’t real­ly mat­ter how good the frame­work is, you won’t get the val­ue out of it.

Brad Giles 08:21

A friend of ours, Mar­tin Green, who’s based out of New Jer­sey, he has a great say­ing around this. And he likens it to kitchen remod­el­ling. And he will say, if I’m going to get some­one to remod­el my kitchen, I’m not real­ly wor­ried about what the tools they’re going to use to do it. Because I’m guess­ing that some peo­ple use one tool and oth­ers use anoth­er. But broad­ly, what mat­ters is how the kitchen turns out, and what’s the qual­i­ty of the work­man­ship. And so it’s a real­ly good way to look at it. Because dif­fer­ent there are dif­fer­ent types of coach­es, there are many dif­fer­ent types of coach­es, and they all use their own tools, and that’s okay. But it’s not all about the tools. Because the tools, the peo­ple who own or devel­op the tools want you to think that it’s all about the tools but in terms of the results that you real­ly want. It’s actu­al­ly all about the qual­i­ty and the expe­ri­ence and the mas­tery of the advi­sor or coach.

Kevin Lawrence 09:20

Yep 100% So a cou­ple things that that that that coach or advi­sor will do con­sul­tant is they’ll own the agen­da for the meet­ing and make sure you talk about the right things. They will make sure the right prepa­ra­tion is done so the meet­ing is effec­tive. They’ll run the meet­ing and love many exam­ples of what great looks like that’s what we call in my book your oxy­gen mask first we call 14x advi­sors, which is episode 60 You know you want these mas­ters to make it eas­i­er so I was talk­ing with one CEO about this today. And any final­ly got some­one to start doing this for him. But we’re talk­ing about I said why are you doing all the plan­ning He’s got a boom­ing busi­ness, and why are you doing all the plan­ning for these meet­ings and all the orga­niz­ing and fig­ur­ing out the agen­da and the exer­cis­es, that’s not your job. Your job is to del­e­gate that some­one else. So just you know, the coach makes a big dif­fer­ence, because they just pull it all togeth­er and make it work. And they got to be a good fit. And ide­al­ly, they’re very, very strong and very expe­ri­enced at what they do.

Brad Giles 10:25

We know we’ve spo­ken before about how coach­es or advi­sors make the dif­fer­ence. But it’s not all about the frame­work or the tool, the frame­work is real­ly a very impor­tant tool to get the result that you want. But But know­ing that it’s not all the framework.

Kevin Lawrence 10:48

Exact­ly. So let’s go into the sec­ond point. And it’s that sim­ple frame­works of scale anoth­er. Now this is the part where the frame­work does­n’t mat­ter. Because it needs to be sim­ple in some of the stuff I’ve seen from com­pa­nies that our firm start­ed to work with. My gosh, are they com­plex, and they got four goals of this type, and then three dri­vers of this type, and then sev­en ini­tia­tives. And it’s just like, you’ve got 27 things going on at once that that’s not sim­ple enough. And unfor­tu­nate­ly, you know, peo­ple who aren’t mas­ters of things cre­ate a lot of com­plex­i­ty, because that’s not their thing. So we had years ago, sim­plic­i­ty, scales, and we’re look­ing for min­i­mum viable prod­ucts, what’s the least you need to make this effec­tive? Because you’ll be more like­ly to be able to fol­low through on it.

Brad Giles 11:39

Any­one can make these things more com­plex, but only when you’ve got mas­tery or a real­ly deep under­stand­ing, can you actu­al­ly make it sim­ple. And it’s the deep insights, when you make it sim­ple. That con­nects to all of the oth­er pieces. When I’m work­ing with teams, I always use the word jig­saw, because what­ev­er built bit, that we’ve just built, what­ev­er com­po­nent of the frame­work we’ve just built, it has to inter­lock with all of the oth­er ones. Sim­ply, yes. And so yeah, it’s sim­ple real­ly mat­ters. But it can’t be sim­plis­tic. Like you can over­sim­pli­fy things. And, you know, we’ve cer­tain­ly seen exam­ples out there with­out nam­ing any, from any­body, maybe it works for them. But some­times, some peo­ple can make it too sim­plis­tic. And it does­n’t have a deep root­ed understanding,

Kevin Lawrence 12:39

or it does­n’t have enough teeth to it or enough to make it work. And yeah, it’s a great point, Brad. So we’re, you know, Bran­don iron. And you know, we’re sim­ple hunters, who are look­ing for sim­ple, impact­ful tools all the time. And then we test them, make sure they cre­ate the val­ue. Inter­est­ing. As a side note, you know, I also say to new peo­ple that join our team, is that you need to do some­thing close to 100 times before you’ll be a mas­ter. Yeah. And when you get clos­er to 100 times, it’ll get so sim­ple. And so obvi­ous. Yeah, it’s almost like learn­ing to ride a bike.

Brad Giles 13:15

Yes­ter­day I was run­ning a work­shop two day work­shop, and I hap­pen to spill apple juice on my lap­top. And the CEO was what she was ter­ri­fied. He was real­ly, real­ly wor­ried. And I said, Look, even if the lap­top com­plete­ly stops work­ing, I can just keep going. Like I know this stuff. I’ve got the agen­da. All I need is to know what are the points we’ve got to cov­er off? I could do it with­out the lap­top, no wor­ries, because I’ve done it so many times.

Kevin Lawrence 13:45

There you go. Yeah, so it gets the and it gets eas­i­er. Er, as again, the CEO today says, you know, it’s like nobody sit­u­a­tion I know, I’ve seen sit­u­a­tions three or 400 times where a new coach or advi­sor will have seen it three or four times. Yeah. And it’s just it’s because we’re pat­tern recog­ni­tion, peo­ple that you know, see­ing it again and again and doing it’s just it’s mas­ter­ing. Okay, let’s bring that point up. Boy, I got lots of quick points. We love this one.

Brad Giles 14:15

So with the one page strate­gic plan, the tool we both know real­ly well. What I’ve seen peo­ple do is butch­er that. And if they take things out, okay, so they’ll pick some­thing, I don’t know, brand promise or the actions or the Prophet parex. And they don’t real­ly under­stand it. And so they’ll take one or two or three or four things out of it. And then they’ll make it their own in their mind and the prevailing

Kevin Lawrence 14:43

and they’re proud of it, and they’re proud of it because they don’t know any better.

Brad Giles 14:47

Yeah. And I look at I think, why have you tak­en those things are so impor­tant and

Kevin Lawrence 14:52

crit­i­cal in and that’s the point is that it’s got to be sim­ple but not sim­plis­tic. It will be like some­body’s remov­ing the radi­a­tor from the car, because they’re remov­ing weight, and I don’t think it’s impor­tant. And that’s why I have a rule, that’s a good one. And that’s why I have a rule, a rule with peo­ple is, until you’ve used a frame­work for a few years, don’t touch it. Because touch­ing, it assumes that you’re smarter than the per­son who built it.

Brad Giles 15:26

And that is rarely the case,t that could be your best anal­o­gy that I’ve heard you like that. And I actu­al­ly real­ly liked that one.

Kevin Lawrence 15:32

That’s a good one, huh? You know, metaphors pow­er­ful. All right. So the point of it is, is that, you know, keep it sim­ple. And, and, and expe­ri­ence will help you to keep it sim­ple as is as well, a good frame­work. So so the next thing is visu­al and cul­ture to align num­ber three, vision and cul­ture to align again, it’s not rock­et sci­ence, the chal­lenge is a lot of peo­ple will cre­ate a vision and map out a cul­ture. And it’s a squishy, not sharp, it’s not dis­tinct in terms of the way your com­pa­ny is. And it’s some­times it’s just it could, you could just replace your com­pa­ny name and put any com­pa­ny name into it. So there’s lots to that. But the idea behind it is, you know, it’s like you’re kind of build­ing the bus that peo­ple are going to get on to go on this jour­ney with you. And they got to be clear about the bus and excit­ed about the journey.

Brad Giles 16:29

So your strate­gic plan­ning frame­work must incor­po­rate cul­ture and help­ing you to build an aligned cul­ture, because cul­ture eats strat­e­gy for breakfast.

Kevin Lawrence 16:43

Yes, if you don’t have the right peo­ple that are lined up and engaged, it does­n’t mat­ter what your strat­e­gy is.

Brad Giles 16:48

Yeah, it’s got to include your cul­ture, your strat­e­gy and your execution.

Kevin Lawrence 16:54

That’s for sure. Um, so let’s go on before. And we’re prob­a­bly say, the strat­e­gy to win a look at we’ve talked a lot about this in Episode 84, the last episode, but the root of it is a lot of peo­ple make a lot of strate­gic mis­takes, and many peo­ple don’t eat, they have a cer­tain lev­el the have a strate­gic plan, and they can spell the word strat­e­gy. But there ain’t no strat­e­gy in any part of the plan. It’s just goals. It’s just an exe­cu­tion plan. It’s a plan that will have them com­pet­ing direct­ly against their com­peti­tors, with no dif­fer­en­ti­a­tion that allow them to make a healthy prof­it or healthy sus­tain­able prof­its. So look, we’ve done lots of dis­cus­sions around strat­e­gy, last episode is one of the best ones.

Brad Giles 17:48

But it’s the strat­e­gy that allows you to win in the medi­um to long term, your strat­e­gy is not writ­ing a date three years from now, and then dou­bling your rev­enue, and then writ­ing it on a piece of paper and say­ing, Yep, that’s our strat­e­gy. That is only set­ting a goal strat­e­gy is how you will be dif­fer­ent. So the strate­gic plan­ning frame­work isn’t goal set­ting, it’s not just say­ing what we’re going to do, it should encap­su­late and incor­po­rate things like what can you be the best in the world at what are we deeply pas­sion­ate about? What our sin­gle eco­nom­ic denom­i­na­tor or prof­it per eggs, and then beyond that, how we’re going to be dif­fer­ent in the mar­ket, which is a deep­er dive into our strat­e­gy. So it’s got to include all of the strate­gic aspects of your business.

Kevin Lawrence 18:34

Awe­some. So is num­ber four, num­ber five, then you get to the goal set­ting part that Brad just men­tioned, and where it helps you to pri­or­i­tize your goals to the top three, or four or five, not more than that, because it’s too com­plex. But this is the more com­mon piece that we will see in com­pa­nies, although it’s usu­al­ly loose, but you know, pri­or­i­tize those top goals for three to five years, when you prob­a­bly will dou­ble your busi­ness at least, and for the year, and ide­al­ly for the quar­ter. And this is the good old stuff about know­ing what mat­ters most and smart goals. And believe it or not, time and time and time again, SMART goals spe­cif­ic, mea­sur­able, real­is­tic, time bound, missed one. Attain­able, Real­is­tic time bound. It’s very hard to do because peo­ple have con­cep­tu­al goals, project goals, but not goals that have a tan­gi­ble out­come for the business.

Brad Giles 19:30

Yeah, many sim­ple, over­ly sim­ple strate­gic plan­ning frame­works, as we’ve allud­ed to, are only about goal set­ting. Okay, but what our frame­work has to be able to do is to incor­po­rate the strat­e­gy and the cul­ture and the goal set­ting and the exe­cu­tion as well. How are we exe­cut­ing it? It’s not just what we’ve got to do, why we’ve got to do it, but also how we’re going to do it. And part of the rea­son it comes from Har­vard Busi­ness School, they said that 92% of strat­e­gy Geez, fail due to poor exe­cu­tion. So it’s got to incor­po­rate all of those things. Yep.

Kevin Lawrence 20:07

As Jim Collins says, you know, suc­cess is relent­less exe­cu­tion of the bor­ing basics. It’s not rock­et sci­ence. And in com­pa­nies who work with get­ting the exe­cu­tion engines is going well as strong, which takes us into num­ber six, which is a key dri­ver of the exe­cu­tion engine, which is the account­abil­i­ty and learn­ing loop. It’s basi­cal­ly stand­ing deliv­er every month on your progress, and stan­dard, deliv­er every quar­ter on accom­plish­ment of your quar­ter­ly goals, finan­cials, KPIs, your goals and projects around your peo­ple. And then the actu­al com­pa­ny exe­cu­tion goals, and how and how you did if you’re not

Brad Giles 20:47

look­ing at the busi­ness plan that you built a year ago? And think­ing how sim­ple that was, it was per­haps too sim­ple, or what was the prob­lem there? I can’t believe that we were so sim­ple, then. Then are you real­ly grow­ing as a team? A stretch on your strate­gic think­ing muscles?

Kevin Lawrence 21:09

Yes, and this is where a coach can add a lot about you. It’s hard for some CEOs and lead­ers to do this. Because in order to cre­ate growth, you have to cre­ate ten­sion. And account­abil­i­ty should cre­ate ten­sion, because then it leads to learn­ing and improv­ing. So it’s the ten­sion meet­ing where you, you can cel­e­brate. And then you got to look at the things that can be bet­ter next time around and you go through these quar­ter­ly cycles and things do should get bet­ter and bet­ter and faster, but with­out a whole pile atten­tion. It does­n’t work and my favorite, favorite ques­tion to ask at these meet­ings when some­one does­n’t achieve a goal. And this is from anoth­er coach that you and I know in com­mon Dave Bini, who was in Chica­go. Now he’s in Las Vegas. Love Dave, you know, an ex cor­po­rate exec­u­tive. And he said, You know, when some­one does­n’t deliv­er, here is the ques­tion you ask? Was it bad strat­e­gy? Or was it bad exe­cu­tion? And those are the only two options either you did­n’t think well, or you did­n’t work? Well. Yeah. But both of them are you. And every­thing else is just a dog ate my home­work excuse. So any­ways, thanks, Dave, for that one, bad strat­e­gy, or bad exe­cu­tion, which was it, which again, forces the learn­ing to be bet­ter next time.

Brad Giles 22:30

There’s actu­al­ly a nuance to that sec­ond part from Dave. And that is, my, my team did­n’t do the things that I told them to do. I did­n’t set the goal, right, in a smart man­ner. I could­n’t be both­ered. I was dis­tract­ed. Like, he’s got about five or six oth­er lit­tle selec­tions that real­ly hone in on. So tell me, why did you not achieve that goal? Yeah, shout out to Dave Biney. And he’s got a book called 55 ques­tions, which is excel­lent. Correct?

Kevin Lawrence 22:59

Yep. Yep. We know a lot of great peo­ple that, again, where we’ve picked up lots of these lit­tle sim­ple things. And again, Dav­e’s ques­tion, instead of yelling and scream­ing, instead of insult­ing some­one that does­n’t deliv­er what­ev­er it hap­pens to be, when you ask that ques­tion, it just puts all the pres­sure back on their shoul­ders. And then their brain has to do the think­ing to fix it. So it’s great.

Brad Giles 23:21

So to close that one out, what we’re say­ing is that the strate­gic frame­work has to include an account­abil­i­ty loop. If it’s with a coach, then that’s even better.

Kevin Lawrence 23:35

So that’s our stuff on what you know what you need to get the most from a strate­gic plan­ning net­work. So we’ll go maybe we’ll go for the first three, Brad, you go through the last three. First of all, the coach, the coach counts more than a frame­work, the frame­works got to be good. Ide­al­ly, the coach is great. And ide­al­ly, there are 14 Extra, they’ve done this 14 times before. Sec­ond is when he gets to the frame­work, sim­ple frame­work scale, and you don’t want to home bake this, you don’t want to make it your­self. You want a real sim­ple tool that’s proven, and that you can work with to get the mean­ing­ful clar­i­ty and focus you need. And then three, it’s got to help you to define a vision and cul­ture that you’re going to align peo­ple around so they can dri­ve that bus towards wher­ev­er you want to achieve next.

Brad Giles 24:19

Num­ber four, your strate­gic plan­ning frame­work must include a clear strat­e­gy to win not just goals, but how you’re going to be dif­fer­ent rel­a­tive to the com­peti­tors and meet the cus­tomers needs. Num­ber five, your strate­gic plan­ning frame­work must be clear about the top goals that you’ve got, it must include how you’re going to exe­cute that strat­e­gy. And then num­ber six, it must include account­abil­i­ty in a learn­ing loop. There must be some kind of mech­a­nism with­in there that can help you to be able to close the account­abil­i­ty loop so that you’re able to do the end Coach­es are a great mech­a­nism to help with that.

Kevin Lawrence 25:04

Awe­some. Well, it’s great dis­cus­sion Brad’s Pakatan a con­cept that we’re both very pas­sion­ate about because we spend a lot of time using and devel­op­ing and enhanc­ing these tools. So thanks for lis­ten­ing. This has been the growth whis­per­ers Pod­cast. I’m Kevin Lawrence and Brad Giles is my co host here. For the video ver­sion go to youtube​.com Search for the growth whis­per­ers to reach Brad evo­lu­tion part​ners​.com​.au and to reach me Lawrence and co​.com Hope you have an awe­some week and find some things in the show to dial in and improve your own strate­gic plan­ning process and to make sure it’s got enough strat­e­gy in the plan­ning. Have a good one!