WEBVTT 00:00.000 --> 00:15.200 Hello. 00:15.200 --> 00:17.400 This video takes you through 00:17.400 --> 00:19.700 through strategic planning 00:19.700 --> 00:21.700 the basics of a small 00:21.700 --> 00:23.200 from a business perspective. 00:23.200 --> 00:25.500 Watch the video at 00:25.500 --> 00:27.000 in particular on two 00:27.000 --> 00:29.500 a tool that allows you to 00:29.500 --> 00:31.400 facilitate the enterprise 00:31.400 --> 00:33.300 getting started in strategic planning 00:33.300 --> 00:35.700 and its dissemination. 00:35.700 --> 00:37.800 Every company 00:37.800 --> 00:39.100 is a strategy. 00:39.100 --> 00:41.700 Sadly often it is 00:41.700 --> 00:42.900 there owner 00:42.900 --> 00:44.500 between the ears, 00:44.500 --> 00:46.400 sometimes even 00:46.400 --> 00:47.900 in a desk drawer, but 00:47.900 --> 00:49.500 regrettably 00:49.500 --> 00:51.400 it is rarely there 00:51.400 --> 00:53.500 in the operational activities of the organisation 00:53.500 --> 00:54.700 and all staff 00:54.700 --> 00:56.200 in the consciousness. 00:56.200 --> 00:58.700 In all its simplicity 00:58.700 --> 00:59.900 Strategy 00:59.900 --> 01:01.500 is its company 01:01.500 --> 01:03.600 tool, concrete 01:03.600 --> 01:05.800 a plan to make them 01:05.800 --> 01:07.800 the goals set 01:07.800 --> 01:08.800 will be achieved. 01:08.800 --> 01:12.500 Strategy work to ensure 01:12.500 --> 01:14.600 the current state of the company 01:14.600 --> 01:16.700 the future and thus help 01:16.700 --> 01:18.000 businesses to succeed 01:18.000 --> 01:20.300 in those challenges and 01:20.300 --> 01:21.800 in problem situations, what 01:21.800 --> 01:23.400 you will meet. 01:23.400 --> 01:25.400 With a good strategy 01:25.400 --> 01:27.400 a person to know in more detail that what 01:27.400 --> 01:29.900 where even in a moment happens 01:29.900 --> 01:31.600 and where we are going. 01:31.600 --> 01:33.800 And when it comes to the variables in the world, 01:33.800 --> 01:35.900 how the company's staff 01:35.900 --> 01:37.300 in those situations will 01:37.300 --> 01:39.700 take action? 01:39.700 --> 01:41.200 When talking about the different 01:41.200 --> 01:42.700 of the sub-areas, so 01:42.700 --> 01:44.700 important issues 01:44.700 --> 01:46.700 there is the will of the owners. 01:46.700 --> 01:48.800 What it is. 01:48.800 --> 01:50.800 Then it's the company all the way 01:50.800 --> 01:52.900 a basic mission, i.e. a mission statement. 01:54.100 --> 01:56.500 The future of your business 01:56.500 --> 01:58.900 a goal, or vision. 01:58.900 --> 02:00.700 And then the values, 02:00.700 --> 02:02.400 on the basis of which there 02:02.400 --> 02:03.800 how to act in everyday life. 02:03.800 --> 02:05.800 On the basis of these issues, the following are made 02:05.800 --> 02:07.800 the concrete plan, 02:07.800 --> 02:09.400 how to get on in everyday life there 02:09.400 --> 02:10.500 moving forward together. 02:10.500 --> 02:14.400 And a successful strategy is created 02:14.400 --> 02:16.800 an understanding of who we are and 02:16.800 --> 02:18.700 where we are heading and 02:18.700 --> 02:20.800 how do we do these things together? 02:20.800 --> 02:22.800 And strategy work 02:22.800 --> 02:24.600 it's really important to include also 02:24.600 --> 02:26.800 staff, who are on it 02:26.800 --> 02:28.800 strategy is finally being implemented. 02:28.800 --> 02:29.500 And also stakeholders, 02:29.500 --> 02:32.200 customers 02:32.200 --> 02:34.500 voice is important to be heard there 02:34.500 --> 02:36.400 strategy, so that everyone is able to 02:36.400 --> 02:38.900 to experience it as their own. And 02:38.900 --> 02:40.500 then there you are in everyday life 02:40.500 --> 02:42.700 ready to get to work 02:42.700 --> 02:44.000 Strategy 02:44.000 --> 02:46.700 and for the company, so that 02:46.700 --> 02:48.400 to cope in the future. 02:48.400 --> 02:50.900 And as we all know, 02:50.900 --> 02:52.700 also in terms of strategy 02:52.700 --> 02:54.000 when it staff and 02:54.100 --> 02:56.500 stakeholders have had access to do it 02:56.500 --> 02:58.900 strategy and has been 02:58.900 --> 03:00.400 working on it 03:00.400 --> 03:02.600 behind, then it is clearly 03:02.600 --> 03:04.300 more willing to engage. 03:05.400 --> 03:07.500 There is a lot of talk today about 03:07.500 --> 03:09.200 agile strategy and 03:09.200 --> 03:11.000 agility in general 03:11.000 --> 03:13.700 in business. What kind of agile strategy 03:13.700 --> 03:15.100 is it? 03:15.100 --> 03:16.600 Agile strategy 03:16.600 --> 03:18.200 help 03:18.200 --> 03:20.200 to adapt to the world 03:20.200 --> 03:22.200 changes, which are currently 03:22.200 --> 03:24.900 At the end of 2022, there will be a lot. 03:24.900 --> 03:26.800 We have received 03:26.800 --> 03:28.500 over the last few years to see, 03:28.500 --> 03:30.500 what all the variables 03:30.500 --> 03:32.800 in the world and in business may 03:32.800 --> 03:34.600 not to be. When you 03:34.600 --> 03:35.400 staff, 03:35.400 --> 03:37.200 Company 03:37.200 --> 03:39.800 know how we should 03:39.800 --> 03:41.400 to act on such changes, 03:41.400 --> 03:43.500 then we will be much more 03:43.500 --> 03:45.400 more prepared to cope. 03:45.400 --> 03:47.200 Whatever the situation. 03:47.200 --> 03:49.700 And we can work together. 03:49.700 --> 03:51.600 Of course, not all changes 03:51.600 --> 03:53.800 can be prepared for, but 03:53.800 --> 03:55.700 when you have designed them together 03:55.700 --> 03:57.700 situations, that what if it happens like this 03:57.700 --> 03:59.700 or what if it happens like this, then 03:59.700 --> 04:01.500 then that cooperation is considerably 04:01.500 --> 04:03.700 easier and no freeze situations, 04:03.700 --> 04:04.700 where to push 04:05.400 --> 04:07.200 forward at pace and get 04:07.200 --> 04:09.400 taking action forward. 04:09.400 --> 04:11.600 A good, agile strategy 04:11.600 --> 04:13.600 is precisely that preparedness 04:13.600 --> 04:15.600 those changing situations, and 04:15.600 --> 04:17.200 preparing for the fact that 04:17.200 --> 04:19.900 nothing can surprise you 04:19.900 --> 04:21.500 too much, in order to 04:21.500 --> 04:23.500 the company's activities are jeopardised. 04:23.500 --> 04:25.800 And then 04:25.800 --> 04:27.900 achieve a common goal, 04:27.900 --> 04:29.300 then it is important 04:29.300 --> 04:31.500 know the current situation. On 04:31.500 --> 04:33.800 important to know the future to which 04:33.800 --> 04:35.900 are going and their 04:35.900 --> 04:37.900 can help you navigate. 04:37.900 --> 04:39.800 There was a situation in the world 04:39.800 --> 04:41.900 whatever the case, then navigate to 04:41.900 --> 04:43.900 to go ahead and implement those things, 04:43.900 --> 04:45.800 that have been mutually agreed. 04:45.800 --> 04:48.500 An agile strategy is not 04:48.500 --> 04:50.900 not necessarily anything hugely complex 04:50.900 --> 04:52.900 entity, but it is very 04:52.900 --> 04:54.500 simple simple 04:54.500 --> 04:56.900 a roadmap to jointly 04:56.900 --> 04:58.900 navigate and move forward. 04:58.900 --> 05:00.600 All information is not 05:00.600 --> 05:01.700 need to come from there 05:01.700 --> 05:03.300 the director or 05:03.300 --> 05:05.300 from the mouth of the entrepreneur, but 05:05.300 --> 05:06.700 the people know how 05:06.700 --> 05:08.100 independently 05:08.100 --> 05:10.700 work and plan 05:10.700 --> 05:12.700 that activity towards the future 05:12.700 --> 05:14.500 when the strategy is a common strategy for all 05:14.500 --> 05:15.100 known. 05:15.100 --> 05:17.900 The vision of the company, 05:17.900 --> 05:19.300 mission and values. 05:19.300 --> 05:22.400 Company vision 05:22.400 --> 05:24.600 determine its purpose and 05:24.600 --> 05:26.800 direction, what 05:26.800 --> 05:28.900 we are heading towards. 05:28.900 --> 05:30.700 A vision alone is not really the answer 05:30.700 --> 05:32.900 strategy, but it 05:32.900 --> 05:34.900 indicates its direction, 05:34.900 --> 05:36.800 in what direction, at what level 05:36.800 --> 05:37.900 we're going. 05:38.700 --> 05:40.800 Mission statement 05:40.800 --> 05:42.200 company 05:42.200 --> 05:44.600 basic chemistry. Why 05:44.600 --> 05:46.000 the company exists. 05:46.000 --> 05:48.600 Company values 05:48.600 --> 05:50.600 creates those policies, 05:50.600 --> 05:52.900 how to work there in everyday life 05:52.900 --> 05:54.300 and what are they, as it were 05:54.300 --> 05:56.900 the stones on which it 05:56.900 --> 05:58.500 action is built and 05:58.500 --> 06:00.900 which create 06:00.900 --> 06:02.600 a continuation of that effort. 06:02.600 --> 06:04.600 Next we 06:04.600 --> 06:06.300 take the first tool 06:06.300 --> 06:08.000 for processing. 06:08.000 --> 06:09.600 I.e. SWOT analysis 06:09.600 --> 06:11.800 The SWOT analysis is 06:11.800 --> 06:12.700 well 06:12.700 --> 06:14.000 traditional 06:14.000 --> 06:16.700 a quadrilateral outlining 06:16.700 --> 06:17.700 company 06:17.700 --> 06:19.300 strengths, 06:19.300 --> 06:21.800 weaknesses, opportunities 06:21.800 --> 06:23.300 and threats. 06:23.300 --> 06:25.800 This is very functional 06:25.800 --> 06:27.800 a solution when 06:27.800 --> 06:29.900 building a strategy 06:29.900 --> 06:31.800 forward and let's think about it, 06:31.800 --> 06:33.600 which things here are our 06:33.600 --> 06:35.700 the company has those strengths, 06:35.700 --> 06:37.600 what are the potential weaknesses. 06:37.600 --> 06:38.600 What are those internal 06:38.600 --> 06:41.000 Issues, 06:41.000 --> 06:43.500 that relate to our business. 06:43.500 --> 06:44.800 Then. 06:44.800 --> 06:46.300 Opportunities and threats. 06:46.300 --> 06:48.400 Let's think about what might come 06:48.400 --> 06:50.500 from the outside. What influences 06:50.500 --> 06:52.600 the operation of the company. 06:52.600 --> 06:54.600 The SWOT analysis provides 06:54.600 --> 06:56.800 kind of a good picture of the fact that 06:56.800 --> 06:58.400 how internal measures and 06:58.400 --> 07:00.600 external actions, how they 07:00.600 --> 07:02.600 affect our business. 07:02.600 --> 07:04.300 When you go to do 07:04.300 --> 07:06.600 planning using SWOT, 07:06.600 --> 07:08.600 then to each of these 07:08.600 --> 07:09.700 of the four fields 07:09.700 --> 07:11.400 defines 07:11.400 --> 07:13.000 3-4 07:13.000 --> 07:14.500 Relevant, 07:14.500 --> 07:16.700 which are important 07:16.700 --> 07:18.400 to be taken into account in that activity. 07:18.400 --> 07:20.600 Not worth it, even if they 07:20.600 --> 07:22.800 strengths, weaknesses, 07:22.800 --> 07:24.000 threats and opportunities 07:24.000 --> 07:26.400 would be much more 07:26.400 --> 07:28.500 than 3-4 07:28.500 --> 07:30.900 per box, then no 07:30.900 --> 07:32.400 not worth absolutely impossible 07:32.400 --> 07:34.400 to start building them, in that SWOT box, 07:34.400 --> 07:36.800 because when kept simple and 07:36.800 --> 07:38.500 take the most important ones of all 07:38.600 --> 07:40.300 factors there, then 07:40.300 --> 07:42.900 then it is much easier 07:42.900 --> 07:44.200 leave concretely 07:44.200 --> 07:46.200 improve and develop and 07:46.200 --> 07:48.900 think about that SWOT. 07:48.900 --> 07:50.100 It is much simpler to communicate 07:50.100 --> 07:51.900 and understand, 07:51.900 --> 07:53.900 that when 07:53.900 --> 07:55.600 let's do it for the first time 07:55.600 --> 07:57.900 SWOT analysis, let's take them 3-4 07:57.900 --> 07:59.500 and in the future it can too, 07:59.500 --> 08:01.400 when the situation changes, then 08:01.400 --> 08:03.900 rebuild. 08:03.900 --> 08:05.500 But as a tip, don't leave 08:05.500 --> 08:07.400 hoarding too much at once 08:07.400 --> 08:08.500 at this early stage. 08:10.200 --> 08:12.900 SWOT tool no 08:12.900 --> 08:14.700 still enough on its own 08:14.700 --> 08:16.800 implementing the strategy, 08:16.800 --> 08:18.500 but it gives a good basis 08:18.500 --> 08:20.900 for when it comes to building a strategy. 08:20.900 --> 08:22.900 What are they 08:22.900 --> 08:24.700 our strengths, weaknesses, 08:24.700 --> 08:26.300 threats and opportunities 08:26.300 --> 08:27.500 on. 08:27.500 --> 08:29.900 Let's take the next step 08:29.900 --> 08:31.400 such an example 08:31.400 --> 08:33.800 exercise, example company, 08:33.800 --> 08:35.000 on which is made 08:35.000 --> 08:36.800 SWOT analysis. 08:38.500 --> 08:40.900 Let's take on a company 08:40.900 --> 08:42.800 such 5 persons 08:42.800 --> 08:44.700 an employing construction company and 08:44.700 --> 08:46.100 let's use it to think about 08:46.100 --> 08:48.200 what are the ones there 08:48.200 --> 08:49.100 SWOT 08:49.100 --> 08:51.300 sub-sets. 08:51.300 --> 08:53.200 Let's assume that in SWOT. 08:53.200 --> 08:55.800 this S, 08:55.800 --> 08:57.600 i.e. strengths 08:57.600 --> 08:59.800 the strengths that 08:59.800 --> 09:01.600 with 5 employees 09:01.600 --> 09:03.600 a construction company would have even 09:03.600 --> 09:05.800 schedule management, 09:05.800 --> 09:07.900 renovation 09:07.900 --> 09:09.500 knowledge and 09:09.500 --> 09:10.100 customer service 09:10.200 --> 09:11.600 and communication. 09:11.600 --> 09:13.500 Then 09:13.500 --> 09:15.300 weaknesses 09:15.300 --> 09:17.300 this company 09:17.300 --> 09:18.200 are 09:18.200 --> 09:20.000 inexperience 09:20.000 --> 09:22.900 new construction, and in addition 09:22.900 --> 09:24.400 for five people 09:24.400 --> 09:26.800 quite a small group, you can't have too many 09:26.800 --> 09:28.700 items to do at the same time. 09:28.700 --> 09:30.200 Next 09:30.200 --> 09:32.900 opportunities. 09:32.900 --> 09:34.400 At 09:34.400 --> 09:36.800 currently this company 09:36.800 --> 09:38.200 there are opportunities 09:38.200 --> 09:40.800 a reduction in new construction. 09:40.800 --> 09:42.800 So we will move much more into there renovation 09:42.800 --> 09:44.400 side and in addition 09:44.400 --> 09:45.800 a sharp rise in electricity prices. 09:45.800 --> 09:47.700 These create 09:47.700 --> 09:49.500 opportunities for this company. 09:49.500 --> 09:52.200 Uhat. 09:52.600 --> 09:54.600 Threats. 09:54.600 --> 09:55.900 Threats to the business of this company include 09:55.900 --> 09:57.800 Economy 09:57.800 --> 09:59.600 recession, and 09:59.600 --> 10:01.700 then also COVID 10:01.700 --> 10:03.900 sudden new pandemic 10:03.900 --> 10:04.400 rise. 10:05.200 --> 10:06.300 Here 10:06.300 --> 10:08.000 SWOT analysis 10:08.000 --> 10:10.100 principles from the perspective of this company. 10:12.000 --> 10:14.900 The next steps are 10:14.900 --> 10:16.800 Lean canvas, which 10:16.800 --> 10:18.500 is a strategic planning tool. 10:18.500 --> 10:20.300 This kind of 10:20.300 --> 10:22.800 on one page, very 10:22.800 --> 10:24.800 concise and quick 10:24.800 --> 10:26.900 a whole to be built. 10:26.900 --> 10:29.000 In the tool 10:29.000 --> 10:31.900 has nine different areas, which 10:31.900 --> 10:33.500 each sub-area 10:33.500 --> 10:35.300 deals with different types of solvable 10:35.300 --> 10:37.900 Issues. 10:37.900 --> 10:39.600 Before we get started with this Lean canvas tool 10:39.600 --> 10:41.500 to work forward it is important to outline 10:41.500 --> 10:43.600 the whole in practice 10:43.600 --> 10:45.600 the big picture, 10:45.600 --> 10:47.900 what you want to achieve. 10:47.900 --> 10:49.500 What is to be solved and where 10:49.500 --> 10:51.600 the direction we want to go. 10:51.600 --> 10:53.700 After that, let's start working on the Lean canvas. 10:54.900 --> 10:56.900 The first area, which 10:56.900 --> 10:58.600 is the solution to the problem. 10:58.600 --> 11:00.500 the customer's problem. 11:01.400 --> 11:03.800 And the customer's problem 11:03.800 --> 11:05.600 should be seen precisely in its 11:05.600 --> 11:07.900 selected customer 11:07.900 --> 11:08.900 from the perspective of. 11:08.900 --> 11:10.600 Let's set there 11:10.600 --> 11:12.800 2-3 of them 11:12.800 --> 11:14.900 the most critical problem, 11:14.900 --> 11:16.700 that this customer has. 11:16.700 --> 11:18.800 And let's send them 11:18.800 --> 11:20.800 With Lean canvas 11:20.800 --> 11:22.900 to take it forward. 11:22.900 --> 11:24.900 Our example company 11:24.900 --> 11:26.800 from the perspective of, 11:26.800 --> 11:28.500 by a customer of the company 11:28.500 --> 11:30.300 may be a problem that 11:30.300 --> 11:32.100 to the house clearly 11:32.100 --> 11:34.700 outdated. Want to reform 11:34.700 --> 11:36.700 the look of its house. 11:36.700 --> 11:37.900 Another 11:37.900 --> 11:39.900 the problem may be, 11:39.900 --> 11:41.700 that the kitchen 11:41.700 --> 11:43.000 floors and 11:43.000 --> 11:45.600 wall surfaces are starting to be 11:45.600 --> 11:47.600 already quite worn and 11:47.600 --> 11:48.700 they are wanted 11:48.700 --> 11:50.200 all renewed. 11:50.200 --> 11:52.900 The next area is 11:52.900 --> 11:54.800 are customer groups, 11:54.800 --> 11:56.400 i.e. who is elected 11:56.400 --> 11:58.500 as customers, who 11:58.500 --> 12:00.400 is the goal to be pursued, and 12:00.400 --> 12:01.300 for whom 12:01.300 --> 12:03.400 believed to be able to provide 12:03.400 --> 12:05.400 the kind of solution that 12:07.300 --> 12:09.600 help the customer with these 12:09.600 --> 12:11.700 customer problems. 12:11.700 --> 12:13.900 Our example of this 12:13.900 --> 12:15.900 from a business perspective they 12:15.900 --> 12:17.400 customer groups can be 12:17.400 --> 12:19.100 over 15 years old 12:19.100 --> 12:21.200 house owners. 12:21.200 --> 12:23.300 Within a radius of 20 km 12:23.300 --> 12:24.100 From Seinäjoki. 12:24.100 --> 12:26.200 Building trade 12:26.200 --> 12:28.700 from the perspective of the value of what we 12:28.700 --> 12:30.600 produced, is, 12:30.600 --> 12:32.500 to be of assistance to this 12:32.500 --> 12:34.500 the selected customer group 12:34.500 --> 12:36.200 small renovations and 12:36.200 --> 12:38.500 carrying out small renovations, 12:38.500 --> 12:40.000 and in addition 12:40.000 --> 12:41.600 in larger 12:41.600 --> 12:43.300 in renovation projects, it is possible to 12:43.300 --> 12:45.700 to manage those entities 12:45.700 --> 12:47.300 on a turnkey basis. 12:47.300 --> 12:49.700 As a fourth point 12:49.700 --> 12:50.800 is the solution. 12:50.800 --> 12:52.600 Operational 12:52.600 --> 12:54.800 a solution is reached when 12:54.800 --> 12:56.800 be able to company 12:56.800 --> 12:58.100 with products or 12:58.100 --> 13:00.400 services to bring it 13:00.400 --> 13:02.000 added value for the selected target group, and 13:02.000 --> 13:04.000 to the selected 13:04.000 --> 13:06.900 to a group of customers so that the value 13:06.900 --> 13:07.300 the promise 13:07.300 --> 13:09.200 Value 13:09.200 --> 13:11.800 is achieved, and the customer's problem 13:11.800 --> 13:12.700 will be resolved. 13:12.700 --> 13:14.600 Produced by 13:14.600 --> 13:16.100 clear added value 13:16.100 --> 13:18.800 to the customer. 13:18.800 --> 13:20.600 And when you think about that solution. 13:20.600 --> 13:21.900 worth listening to, 13:21.900 --> 13:23.100 ask questions, 13:23.100 --> 13:25.300 to map these 13:25.300 --> 13:27.800 customer groups, what types of 13:27.800 --> 13:29.400 solutions they 13:29.400 --> 13:31.200 would like and which 13:31.200 --> 13:33.800 solutions would clearly bring 13:33.800 --> 13:35.400 added value for them. 13:35.400 --> 13:37.900 Always keep your ears open 13:37.900 --> 13:39.600 and find out that 13:39.600 --> 13:41.500 what skills, 13:41.500 --> 13:43.100 what service 13:43.100 --> 13:45.900 customer groups would be willing to buy. 13:45.900 --> 13:47.900 Example 13:47.900 --> 13:49.900 from a construction perspective 13:49.900 --> 13:51.400 that solution may be 13:51.400 --> 13:52.800 for example, that it 13:52.800 --> 13:54.300 the renovation is 13:54.300 --> 13:56.700 productised, clearly 13:56.700 --> 13:58.900 described on the website, 13:58.900 --> 14:00.300 priced, 14:00.300 --> 14:02.800 defined a timetable, made it 14:02.800 --> 14:04.300 easy to buy 14:04.300 --> 14:05.400 the whole. 14:06.000 --> 14:08.200 Equally renovation service 14:08.200 --> 14:10.800 productised, defined, 14:10.800 --> 14:14.100 created transparent there 14:14.100 --> 14:15.100 to the website, so that the customer 14:15.100 --> 14:17.800 gets a good picture 14:17.800 --> 14:19.700 what you are buying, 14:19.700 --> 14:21.800 what service 14:21.800 --> 14:23.000 contains, 14:23.000 --> 14:25.700 how to do it, the keys 14:25.700 --> 14:26.300 in your hand. 14:26.300 --> 14:28.700 Fifth 14:28.700 --> 14:30.800 an area of the Lean canvas is 14:30.800 --> 14:31.700 channels. 14:33.000 --> 14:34.900 Channels to be considered 14:34.900 --> 14:36.400 customer groups 14:36.400 --> 14:38.900 perspective, i.e. which 14:38.900 --> 14:40.400 on the canals 14:40.400 --> 14:42.200 customer groups spend 14:42.200 --> 14:44.500 their time, through which channels 14:44.500 --> 14:46.900 customer groups 14:46.900 --> 14:47.900 Hosted by 14:47.900 --> 14:49.900 marketing. 14:49.900 --> 14:51.500 What they follow, what would be 14:51.500 --> 14:53.100 the most favourable of all 14:53.100 --> 14:55.700 channels to reach 14:55.700 --> 14:57.600 then these groups of customers 14:57.600 --> 14:59.600 attention. 14:59.600 --> 15:01.600 Our example building company 15:01.600 --> 15:03.800 from the point of view of the main 15:03.800 --> 15:05.200 the channels selected are 15:05.200 --> 15:07.900 Facebook and Instagram, and 15:07.900 --> 15:09.800 in these channels 15:09.800 --> 15:12.200 Content, 15:12.200 --> 15:14.100 but also 15:14.100 --> 15:15.500 paid advertising. 15:17.000 --> 15:19.400 The sixth strand is 15:19.400 --> 15:20.900 revenue streams. 15:20.900 --> 15:22.700 Let's consider 15:22.700 --> 15:24.800 from a business perspective, that 15:24.800 --> 15:25.400 how to 15:25.400 --> 15:27.200 for the services provided, 15:27.200 --> 15:29.900 on the products sold, how 15:29.900 --> 15:31.900 they generate those revenue streams. 15:33.400 --> 15:35.700 It is also important to consider its 15:35.700 --> 15:37.000 customer group 15:37.000 --> 15:39.900 perspective, i.e. 15:39.900 --> 15:41.700 how to make the best possible 15:41.700 --> 15:43.300 make it transparent 15:43.300 --> 15:45.200 pricing, as much as possible 15:45.200 --> 15:47.900 easy and concrete 15:47.900 --> 15:49.500 buy these 15:49.500 --> 15:50.300 services. 15:51.000 --> 15:53.700 Example company 15:53.700 --> 15:54.200 from the perspective of 15:54.200 --> 15:56.400 the income stream is 15:56.400 --> 15:58.200 turnover. Of which 15:58.200 --> 16:00.700 minor renovations carried out, 16:00.700 --> 16:03.000 about redevelopment sites 16:03.000 --> 16:03.800 and in addition 16:03.800 --> 16:06.400 turnover 16:06.400 --> 16:08.700 of these products sold, which 16:08.700 --> 16:10.000 sold in connection with renovations. 16:10.000 --> 16:12.700 The seventh strand 16:12.700 --> 16:14.600 is the cost structure. 16:14.600 --> 16:16.300 So when 16:16.300 --> 16:18.900 services are produced when a company 16:18.900 --> 16:20.900 are rotated, then what are the 16:20.900 --> 16:22.600 fixed costs and 16:22.600 --> 16:24.200 variable costs. 16:24.200 --> 16:26.300 What are the costs 16:26.300 --> 16:27.900 incurred when products-and-services 16:27.900 --> 16:29.100 exported from 16:29.100 --> 16:31.100 on the market so that they are noticed? 16:31.900 --> 16:33.300 Example 16:33.300 --> 16:35.800 business expenses 16:35.800 --> 16:37.600 arises from wage costs, 16:37.600 --> 16:39.700 the cost of materials, 16:39.700 --> 16:42.100 on travel costs 16:42.100 --> 16:44.000 and machinery and equipment. 16:44.000 --> 16:45.900 In addition to that 16:45.900 --> 16:47.200 on marketing 16:47.200 --> 16:49.400 incur costs for the company. 16:51.700 --> 16:53.500 The eighth sub-area is 16:53.500 --> 16:55.000 crucial indicators. 16:55.000 --> 16:57.800 So let's create a company 16:57.800 --> 16:59.800 indicators that show 16:59.800 --> 17:01.500 in concrete terms, 17:01.500 --> 17:03.300 clearly that 17:03.300 --> 17:05.800 how it works 17:05.800 --> 17:07.600 in everyday life. 17:07.600 --> 17:09.800 These indicators 17:09.800 --> 17:10.100 with the help of, 17:10.100 --> 17:12.700 through the facts 17:12.700 --> 17:14.700 we can then make that attempt 17:14.700 --> 17:16.700 develop and take forward 17:16.700 --> 17:18.400 that the company develops in a tangible way, 17:18.400 --> 17:19.800 financially and 17:19.800 --> 17:21.900 qualitatively. 17:22.600 --> 17:25.800 In our example company 17:25.800 --> 17:28.200 there are two meters, one is 17:28.200 --> 17:30.500 share of invoiced work 17:30.500 --> 17:31.800 overall work 17:31.900 --> 17:33.800 of time and another 17:33.800 --> 17:35.700 as a measure of billing per 17:35.700 --> 17:36.100 day. 17:37.700 --> 17:39.800 Then the ninth 17:39.800 --> 17:41.500 a sub-area that is 17:41.500 --> 17:42.500 an unfair competitive advantage. 17:42.500 --> 17:45.100 Regrettably 17:45.100 --> 17:47.600 few companies today have 17:47.600 --> 17:49.500 someone kind of concrete really 17:49.500 --> 17:50.900 an unfair competitive advantage. 17:50.900 --> 17:52.900 Unfair competition 17:52.900 --> 17:53.900 with benefits 17:53.900 --> 17:55.200 means, 17:55.200 --> 17:57.800 what really anyone else 17:57.800 --> 17:59.900 not able to be the same 17:59.900 --> 18:01.600 copy and take 18:01.600 --> 18:03.800 in their own activities. 18:05.100 --> 18:07.800 Our chosen builder 18:07.800 --> 18:09.000 unfair 18:09.000 --> 18:11.700 a competitive advantage is 100 per cent 18:11.700 --> 18:13.200 keeping promises. 18:13.200 --> 18:15.900 Through it the best 18:15.900 --> 18:17.000 customer experience 18:17.000 --> 18:19.100 and on top of that 18:19.100 --> 18:21.500 easy to sell 18:21.500 --> 18:23.900 services and ease of use 18:23.900 --> 18:25.800 buy services. 18:25.800 --> 18:27.800 It's made the whole thing so transparent, 18:27.800 --> 18:29.000 so that it constitutes an unfair 18:29.000 --> 18:31.800 a competitive advantage over rivals 18:31.800 --> 18:33.000 operators. 18:33.000 --> 18:35.500 Here's another recap 18:35.500 --> 18:37.000 strategy checklist. 18:37.000 --> 18:39.500 Strategic work 18:39.500 --> 18:41.900 the checklist is a ten-point list, 18:41.900 --> 18:43.400 which sums up 18:43.400 --> 18:45.000 main issues 18:45.000 --> 18:46.300 strategy work. 18:46.300 --> 18:48.700 The first is. 18:48.700 --> 18:50.500 strategy work is an ongoing process. 18:50.500 --> 18:52.900 It has a start, 18:52.900 --> 18:54.500 but not the end. 18:55.300 --> 18:57.800 Two. Don't try to change 18:57.800 --> 18:58.900 all at once. 18:58.900 --> 19:01.100 Select 19:01.100 --> 19:03.200 the most important points, 19:03.200 --> 19:05.200 areas for development. 19:05.200 --> 19:07.700 Commit to them and 19:07.700 --> 19:09.800 takes those things forward. 19:09.800 --> 19:12.500 Three. 19:12.500 --> 19:14.900 The human commitment 19:14.900 --> 19:16.200 best suited to the kind of 19:16.200 --> 19:18.700 a change that you can be part of. 19:18.700 --> 19:20.900 That's why it's really important 19:20.900 --> 19:22.300 take the whole 19:22.300 --> 19:24.800 staff involved in that strategy 19:24.800 --> 19:26.600 construction and its 19:26.600 --> 19:27.600 implementation. 19:29.200 --> 19:31.800 Four. Specify 19:31.800 --> 19:33.800 exactly who is doing it, 19:33.800 --> 19:35.400 who is responsible. 19:35.400 --> 19:36.900 Schedule, 19:36.900 --> 19:38.100 prioritises, 19:38.100 --> 19:39.800 delegate and lead 19:39.800 --> 19:41.000 active 19:41.000 --> 19:42.400 strategic work. 19:42.400 --> 19:44.800 Too tight, 19:44.800 --> 19:45.700 but also 19:45.700 --> 19:47.300 aimless 19:47.300 --> 19:49.900 strategy work kills it 19:49.900 --> 19:51.700 the process and things do not move forward 19:51.700 --> 19:52.500 properly. 19:53.400 --> 19:55.900 Five. 19:55.900 --> 19:57.700 Take from outside the company 19:57.700 --> 19:59.900 according to a trustworthy person, 19:59.900 --> 20:01.100 that can challenge 20:01.100 --> 20:03.300 for your own 20:03.300 --> 20:04.600 made within the company 20:04.600 --> 20:06.300 policies, 20:06.300 --> 20:08.000 decisions for strategic work 20:08.000 --> 20:09.500 relating to. 20:09.500 --> 20:11.800 Then 20:11.800 --> 20:13.900 stirred the right way 20:13.900 --> 20:15.900 that within the company 20:15.900 --> 20:17.800 vision and inner line, and 20:17.800 --> 20:19.800 it allows validation 20:19.800 --> 20:21.300 the best solutions. 20:21.300 --> 20:23.100 Sixth. 20:23.100 --> 20:25.900 Make the strategy challenging enough, 20:25.900 --> 20:27.300 but also 20:27.300 --> 20:29.000 feasible. 20:29.000 --> 20:31.900 The obvious 20:31.900 --> 20:33.700 are not going anywhere, but 20:33.700 --> 20:35.600 also too demanding 20:35.600 --> 20:37.100 the strategy stops. 20:37.100 --> 20:39.300 See the strategy work 20:39.300 --> 20:40.400 as an investment in the future. 20:40.400 --> 20:42.900 Seven. 20:42.900 --> 20:44.100 Do not do 20:44.100 --> 20:46.800 an SME or small business 20:46.800 --> 20:48.400 strategy work too 20:48.400 --> 20:50.700 difficult or challenging. 20:50.700 --> 20:52.900 Especially for smaller companies 20:52.900 --> 20:53.300 the strength is the agility 20:53.300 --> 20:54.800 at 20:54.800 --> 20:56.600 in the strategy process, in order to 20:56.600 --> 20:58.600 delivered with agility and clarity 20:58.600 --> 21:00.800 to get things moving and get them also 21:00.800 --> 21:02.900 Pedestrianised 21:02.900 --> 21:03.600 everyday life. 21:05.300 --> 21:07.800 actively monitors 21:07.800 --> 21:09.400 the environment. 21:09.400 --> 21:11.600 The environment is constantly 21:11.600 --> 21:13.700 such weak signals, 21:13.700 --> 21:15.300 who create it 21:15.300 --> 21:17.300 a view of the future. 21:17.300 --> 21:19.500 When you just give yourself 21:19.500 --> 21:21.700 the opportunity to draw on 21:21.700 --> 21:23.800 about those weak signals, then 21:23.800 --> 21:25.900 they help you improve your operations 21:25.900 --> 21:27.100 towards the future. 21:29.300 --> 21:31.500 Always challenge your 21:31.500 --> 21:33.900 your own thoughts and also give 21:33.900 --> 21:35.900 the possibility of others 21:35.900 --> 21:36.900 perspectives. 21:36.900 --> 21:38.700 When you 21:38.700 --> 21:40.900 you will also be able to receive other 21:40.900 --> 21:42.700 perspectives, their 21:42.700 --> 21:44.600 the basis for making those decisions, 21:44.600 --> 21:46.600 commit and stay 21:46.600 --> 21:48.500 they include. 21:48.500 --> 21:49.900 In the tenth place, 21:50.800 --> 21:52.200 even if all 21:52.200 --> 21:54.800 would fall around, so 21:54.800 --> 21:56.800 never compromise on your own 21:56.800 --> 21:58.800 or the values of the company. 21:58.800 --> 22:00.700 No values 22:00.700 --> 22:02.800 can be sold, and they cannot be 22:02.800 --> 22:04.800 buy. 22:04.800 --> 22:06.600 When you commit to their 22:06.600 --> 22:08.300 according to your own values 22:08.300 --> 22:09.900 to do, then we will be able to 22:09.900 --> 22:11.400 sorry 22:11.400 --> 22:12.400 over situations. 22:12.400 --> 22:15.800 Then 22:15.800 --> 22:16.900 move on to the next 22:16.900 --> 22:18.900 sub-area, i.e. 22:18.900 --> 22:20.600 for human resources management 22:20.600 --> 22:22.400 as part of the business strategy. 22:22.400 --> 22:26.100 Human resources management or HR 22:26.100 --> 22:28.000 is part of 22:28.000 --> 22:30.600 a business area that 22:30.600 --> 22:31.500 to ensure that 22:31.500 --> 22:33.400 staff 22:33.400 --> 22:35.000 adequacy, 22:35.000 --> 22:37.500 on skills development, 22:37.500 --> 22:39.600 on well-being at work 22:39.600 --> 22:41.600 and fitness for work. 22:43.000 --> 22:45.300 Under HR there are 22:45.300 --> 22:47.800 a lot of different operational activities. 22:47.800 --> 22:49.100 Eli 22:49.100 --> 22:50.600 policies 22:50.600 --> 22:52.500 defining, 22:52.500 --> 22:54.700 documenting and communicating them 22:54.700 --> 22:56.800 for staff, 22:56.800 --> 22:58.800 employment relationship 22:58.800 --> 23:00.300 different situations 23:00.300 --> 23:01.800 management, 23:01.800 --> 23:03.700 communication, activities 23:03.700 --> 23:05.600 together with stakeholders. 23:05.600 --> 23:07.800 For example, occupational health 23:07.800 --> 23:09.800 and pension companies 23:09.800 --> 23:10.400 with. 23:10.400 --> 23:13.700 Strategic HR 23:13.700 --> 23:15.200 help the company 23:15.200 --> 23:17.900 evolve in line with the strategy; and 23:17.900 --> 23:19.700 link its staff and 23:19.700 --> 23:21.900 staff development as part of this 23:21.900 --> 23:22.500 strategy. 23:22.500 --> 23:30.600 In a small company, the different roles of HR are usually 23:30.600 --> 23:32.500 shared between several people, from the CEO 23:32.500 --> 23:34.400 to the payroll officer. 23:34.400 --> 23:36.200 Those little company with different 23:36.200 --> 23:38.900 stages are weighted differently. 23:38.900 --> 23:40.700 What type of skills, 23:40.700 --> 23:42.900 what type of resource to bring into the business 23:43.000 --> 23:44.900 needed at any given moment. 23:44.900 --> 23:48.200 Human Resources 23:48.200 --> 23:50.800 parts can also be outsourced 23:50.800 --> 23:52.800 for example, payroll. 23:52.800 --> 23:54.900 But in addition to that, also 23:54.900 --> 23:56.500 strategic HR 23:56.500 --> 23:58.600 role can be 23:58.600 --> 24:00.900 outsource depending on where 24:00.900 --> 24:02.800 the situation the company is in. 24:02.800 --> 24:04.700 For example, if you are in a strong 24:04.700 --> 24:06.600 in the growth phase, then 24:06.600 --> 24:08.600 is extremely important 24:08.600 --> 24:10.800 to consider whether it would be good 24:10.800 --> 24:12.800 outsource it to the strategic 24:12.800 --> 24:14.900 the role of hr to 24:14.900 --> 24:16.800 be able to make that organisation 24:16.800 --> 24:18.900 and organisational capability 24:18.900 --> 24:20.800 to grow at that pace, 24:20.800 --> 24:22.100 what is it company 24:22.100 --> 24:24.500 tends to grow. 24:24.500 --> 24:26.900 At that point, 24:26.900 --> 24:28.500 when there is, for example 24:28.500 --> 24:30.800 the need for a full-time 24:30.800 --> 24:32.600 HR from a strategic perspective, 24:32.600 --> 24:36.700 then recruit your own. 24:36.700 --> 24:38.700 But until then 24:38.700 --> 24:40.200 go to practice 24:40.200 --> 24:42.500 with outsourced strategic HR 24:42.900 --> 24:44.500 Co-operation. 24:44.500 --> 24:46.800 And then, when 24:46.800 --> 24:48.300 export the company's strategy 24:48.300 --> 24:50.000 into practice, then 24:50.000 --> 24:52.900 it is done through human resources management. 24:52.900 --> 24:54.900 At that point 24:54.900 --> 24:56.900 be sufficiently 24:56.900 --> 24:58.000 at a concrete level 24:58.000 --> 25:00.400 on strategy 25:00.400 --> 25:02.300 in operational activities, when each 25:02.300 --> 25:04.800 staff know what 25:04.800 --> 25:06.900 his own role in its strategy 25:06.900 --> 25:08.400 as an implementer. 25:08.400 --> 25:10.200 The company 25:10.200 --> 25:12.800 strategic objectives should 25:12.800 --> 25:13.800 linked from 25:13.800 --> 25:15.100 each 25:15.100 --> 25:17.000 the person's own personal 25:17.000 --> 25:19.700 the objectives of the company. 25:19.700 --> 25:21.700 Personal 25:21.700 --> 25:23.700 it is important to define the objectives 25:23.700 --> 25:24.700 for each of your 25:24.700 --> 25:26.700 Local manager 25:26.700 --> 25:27.000 with. 25:27.900 --> 25:29.800 Next 25:29.800 --> 25:31.900 a review of strategic human resources management 25:31.900 --> 25:33.700 process. 25:34.900 --> 25:36.600 The human resources management process 25:36.600 --> 25:38.900 owned by the owners of the company 25:38.900 --> 25:40.900 management, HR and line managers. 25:40.900 --> 25:42.500 All these 25:42.500 --> 25:44.800 together. 25:44.800 --> 25:45.400 HR prepares 25:45.400 --> 25:47.500 guidelines for action that 25:47.500 --> 25:49.600 Local managers 25:49.600 --> 25:51.700 take to their own teams and 25:51.700 --> 25:53.800 to be implemented there. 25:53.800 --> 25:55.900 Such a clear 25:55.900 --> 25:57.800 process to clarify 25:57.800 --> 25:59.200 and brings transparency 25:59.200 --> 26:01.100 teams. 26:01.100 --> 26:03.800 This process is guided by 26:03.800 --> 26:05.700 local leaders to act 26:05.700 --> 26:07.400 in the same way regardless of 26:07.400 --> 26:09.500 about where 26:09.500 --> 26:11.800 part of them are organisations. 26:11.800 --> 26:13.900 This kind of similar 26:13.900 --> 26:15.800 process to improve 26:15.800 --> 26:17.600 well-being at work and employee 26:17.600 --> 26:19.200 experience in business. 26:20.900 --> 26:22.600 Human resources management processes 26:22.600 --> 26:24.800 can actually be described as 26:24.800 --> 26:26.700 the life cycle of an employment relationship 26:26.700 --> 26:28.900 with. 26:28.900 --> 26:30.200 So the first is this 26:30.200 --> 26:32.800 human resources planning. 26:32.800 --> 26:34.800 After recruitment, and when 26:34.800 --> 26:36.900 has been recruited, has 26:36.900 --> 26:37.800 induction. 26:37.800 --> 26:39.800 In addition, there are 26:39.800 --> 26:41.800 knowledge management and 26:41.800 --> 26:43.600 then capability management. 26:43.600 --> 26:45.500 This is the whole 26:45.500 --> 26:47.500 the process and its whole process 26:47.500 --> 26:49.900 the owner of the company is 26:49.900 --> 26:51.900 management, HR and 26:51.900 --> 26:52.700 local managers. 26:54.300 --> 26:57.400 Human resources planning 26:57.400 --> 26:59.800 directly linked to strategic 26:59.800 --> 27:00.000 objectives. 27:00.000 --> 27:02.000 Eli 27:02.000 --> 27:04.000 what kind of 27:04.000 --> 27:06.300 staff needed for the future 27:06.300 --> 27:08.600 quantitatively, qualitatively 27:08.600 --> 27:09.900 various 27:09.900 --> 27:11.100 from a knowledge perspective. 27:11.100 --> 27:13.500 Let's build it 27:13.500 --> 27:15.800 the whole in such a way as to be able to 27:15.800 --> 27:17.800 get the right type of company 27:17.800 --> 27:19.200 persons on the right 27:19.200 --> 27:20.800 with the right skills, the right amount. 27:20.800 --> 27:23.200 Then 27:23.200 --> 27:25.400 recruitment is as planned 27:25.400 --> 27:26.700 skills needs 27:26.700 --> 27:28.700 the acquisition of. 27:28.700 --> 27:30.200 That is, defining what they are 27:30.200 --> 27:32.000 areas of expertise at any given moment 27:32.000 --> 27:34.600 needed, where 27:34.600 --> 27:36.600 in scope. Then let's go 27:36.600 --> 27:38.200 just get on with it. 27:38.200 --> 27:40.800 Let's go get those workers 27:40.800 --> 27:42.300 to the company. 27:42.300 --> 27:44.500 Then the next step is orientation. 27:44.500 --> 27:46.900 The induction is 27:46.900 --> 27:48.100 hugely important 27:48.100 --> 27:50.800 a single sub-set 27:50.800 --> 27:52.900 in getting that new 27:52.900 --> 27:54.200 employee involved 27:54.300 --> 27:56.100 the company's operations and culture. 27:56.100 --> 27:58.800 This new 27:58.800 --> 28:00.900 the worker gets to learn 28:00.900 --> 28:02.300 and experience them 28:02.300 --> 28:04.900 the necessary elements, which are 28:04.900 --> 28:06.700 critically important for his 28:06.700 --> 28:08.700 in your own job description and in your own 28:08.700 --> 28:10.900 in their activities there within the company. 28:10.900 --> 28:12.800 This stage is worth 28:12.800 --> 28:14.300 clearly invests in. 28:15.700 --> 28:17.500 Next, skills management. 28:17.500 --> 28:19.700 Managing knowledge is 28:19.700 --> 28:21.900 important process 28:21.900 --> 28:23.300 full 28:23.300 --> 28:25.800 during your career. 28:25.800 --> 28:27.600 That is, linked directly to the company 28:27.600 --> 28:29.700 the strategy, what type of 28:29.700 --> 28:31.200 the skills we need 28:31.200 --> 28:33.800 in the future. How to staff it, 28:33.800 --> 28:35.900 who is in the business, how to 28:35.900 --> 28:37.700 its staff should develop. 28:37.700 --> 28:39.600 What are the priorities for development there 28:39.600 --> 28:41.900 should be, and how it 28:41.900 --> 28:43.900 the development is then carried through. 28:43.900 --> 28:45.000 Educate 28:45.000 --> 28:47.800 internally, whether external expertise is 28:47.800 --> 28:49.300 training on how to do it 28:49.300 --> 28:51.500 the whole is taken to the next level, 28:51.500 --> 28:53.800 to keep the company's staff 28:53.800 --> 28:54.400 as competitive. 28:54.400 --> 28:57.200 What 28:57.200 --> 28:59.200 knowledge management 28:59.200 --> 29:01.200 Are there any sub-areas? 29:01.200 --> 29:03.600 First comes the orientation. 29:03.600 --> 29:05.600 In other words, a clear introduction. 29:05.600 --> 29:07.800 Sufficiently comprehensive 29:07.800 --> 29:09.400 and long 29:09.400 --> 29:11.900 an induction path to ensure, 29:11.900 --> 29:13.800 that the new person is sure to be 29:13.800 --> 29:15.600 learned the necessary skills and 29:15.700 --> 29:17.900 is certainly at the right level 29:17.900 --> 29:19.800 with knowledge. 29:21.000 --> 29:23.500 And then a good conversation. 29:23.500 --> 29:25.500 Eli 29:25.500 --> 29:27.100 the individual and 29:27.100 --> 29:29.800 there must be a good relationship between the 29:29.800 --> 29:31.600 a discussion forum, in order to 29:31.600 --> 29:32.900 sides and vice versa can be imported 29:32.900 --> 29:34.700 successes and 29:34.700 --> 29:36.800 challenges and concerns, and 29:36.800 --> 29:38.600 that's how you can do those things 29:38.600 --> 29:39.500 to solve. 29:39.500 --> 29:42.500 A clear mission statement 29:42.500 --> 29:44.600 and the expectations associated with that role. 29:44.600 --> 29:46.900 Clear objectives 29:46.900 --> 29:48.900 and monitoring of targets. 29:48.900 --> 29:50.900 Continuous 29:50.900 --> 29:52.700 a culture of learning. 29:52.700 --> 29:54.500 Task rotation, 29:54.500 --> 29:56.900 the evolution of the mission. 29:56.900 --> 29:58.600 How it relates to the whole 29:58.600 --> 29:59.300 strategy? 29:59.300 --> 30:01.900 Management and in general 30:01.900 --> 30:03.300 the leaders' own 30:03.300 --> 30:05.600 example, i.e. how to 30:05.600 --> 30:07.800 leaders develop their own 30:07.800 --> 30:09.000 their skills and show through it 30:09.000 --> 30:11.600 a model for all 30:11.600 --> 30:13.700 Other. 30:13.700 --> 30:14.900 Then this kind of goal-oriented 30:14.900 --> 30:16.600 the culture of debate. 30:16.600 --> 30:18.700 So let's have a debate 30:18.700 --> 30:20.900 on future developments 30:21.000 --> 30:23.600 visions for the future and 30:23.600 --> 30:25.800 about how we need to 30:25.800 --> 30:27.800 develop there business and 30:27.800 --> 30:29.200 how to continuously improve, 30:29.200 --> 30:31.500 because the world is changing around you 30:31.500 --> 30:33.900 all the time. That is why it is extremely 30:33.900 --> 30:35.700 important to have an open debate 30:35.700 --> 30:37.400 and let's take that bar 30:37.400 --> 30:39.500 high enough and sending it 30:39.500 --> 30:41.200 to really pursue. 30:41.200 --> 30:43.500 Workforce management. 30:43.500 --> 30:45.700 Workforce management is 30:45.700 --> 30:47.500 a very large entity, 30:47.500 --> 30:48.700 which supports 30:48.700 --> 30:50.600 the individual's own, 30:50.600 --> 30:52.500 but also the whole 30:52.500 --> 30:54.800 the well-being of the company. 30:54.800 --> 30:56.800 It is essential that 30:56.800 --> 30:58.900 the strategy can be found in 30:58.900 --> 31:00.900 also for staff 31:00.900 --> 31:02.700 Targets. 31:02.700 --> 31:04.400 Thus, the company also 31:04.400 --> 31:06.800 the objectives of capability management can be 31:06.800 --> 31:08.900 leads directly from the strategy. 31:09.900 --> 31:11.800 Workers' ability to work 31:11.800 --> 31:13.700 promotion requires that 31:13.700 --> 31:15.400 be able to identify them 31:15.400 --> 31:17.900 work-cycle risks and more generally 31:17.900 --> 31:19.500 such areas, 31:19.500 --> 31:21.700 that may endanger 31:21.700 --> 31:23.500 the working capacity of staff. 31:23.500 --> 31:25.900 In general, in today's world 31:25.900 --> 31:27.900 this is the thing that is 31:27.900 --> 31:29.700 the huge frequency of surface that 31:29.700 --> 31:31.800 how staff are coping, how 31:31.800 --> 31:33.900 staff to improve it's working ability and 31:33.900 --> 31:35.500 what can be done in a company 31:35.500 --> 31:37.600 do to make it work 31:37.600 --> 31:39.800 would stay good for a long time 31:39.800 --> 31:41.700 and would be nurtured. 31:41.700 --> 31:43.400 As this staff is 31:43.400 --> 31:45.900 in most companies of all 31:45.900 --> 31:47.900 the most important asset that 31:47.900 --> 31:49.500 it could ever be. 31:50.700 --> 31:52.600 Then, finally, let's go through 31:52.600 --> 31:54.200 strategic human resources management 31:54.200 --> 31:56.800 a checklist to keep 31:56.800 --> 31:58.300 contains 5 points. 31:58.300 --> 32:01.100 Number one. 32:01.100 --> 32:02.700 Include in the strategy 32:02.700 --> 32:04.900 always staffed 32:04.900 --> 32:06.100 perspective and 32:06.100 --> 32:07.000 Targets. 32:08.100 --> 32:09.800 Two 32:09.800 --> 32:11.700 Responsibility always 32:11.700 --> 32:13.400 managing human resources. 32:13.400 --> 32:15.800 Local managers are responsible for 32:15.800 --> 32:17.700 from their own team and their own 32:17.700 --> 32:19.500 team staff on their business. 32:19.500 --> 32:22.400 From Human Resources 32:22.400 --> 32:24.600 responsible for maintaining 32:24.600 --> 32:26.000 documents and 32:26.000 --> 32:28.700 systems and supports 32:28.700 --> 32:30.800 local leaders in their own 32:30.800 --> 32:31.700 in their activities. 32:31.700 --> 32:33.900 Strategic 32:33.900 --> 32:35.300 Person responsible for HR 32:35.300 --> 32:37.600 develop processes and create 32:37.600 --> 32:39.100 practices together 32:39.100 --> 32:41.800 with senior management and line managers. 32:41.800 --> 32:45.900 Thirdly. 32:45.900 --> 32:47.500 Knowledge management is one of the 32:47.500 --> 32:48.200 main 32:48.200 --> 32:50.100 of strategic 32:50.100 --> 32:52.900 the role of the company in terms of competitiveness. 32:52.900 --> 32:54.200 Keep up 32:54.200 --> 32:56.900 encouraging continuous learning 32:56.900 --> 32:57.800 culture. 32:58.900 --> 33:00.300 As a fourth point. 33:00.300 --> 33:02.700 Choose for your situation 33:02.700 --> 33:05.100 main 33:05.100 --> 33:06.700 areas for development. 33:07.800 --> 33:09.200 Commit to them. 33:09.200 --> 33:11.800 Continuously evaluate 33:11.800 --> 33:13.600 their development 33:13.600 --> 33:15.400 and a message about it 33:15.400 --> 33:16.700 on development 33:16.700 --> 33:18.400 in a positive way. 33:18.400 --> 33:20.900 Fifth. 33:22.200 --> 33:24.900 When you take good care of your staff, 33:24.900 --> 33:26.700 address 33:26.700 --> 33:28.800 appreciation for staff. 33:28.800 --> 33:30.600 You will be rewarded with 33:30.600 --> 33:32.300 committed and 33:32.300 --> 33:34.100 prosperous, hard-working employees. 33:36.500 --> 33:37.800 Here we went through 33:37.800 --> 33:39.200 strategic planning 33:39.200 --> 33:41.900 arguments from a small business perspective. 33:41.900 --> 33:43.600 Now just the following 33:43.600 --> 33:45.800 step that start to take these tools 33:45.800 --> 33:47.700 to use, to export 33:47.700 --> 33:49.400 them to the company 33:49.400 --> 33:51.800 into your everyday life and start implementing them. 33:51.800 --> 33:53.800 Thank you for looking 33:53.800 --> 33:54.600 Cheers.