Strategic or Not?

At a recent workshop for the Association of Briefing Program Managers, we played a game called ‘Strategic or Not.’ In it participants guessed whether their bosses consider some of their contributions to be strategic, or not. Turns out there were a couple of surprises.

This isn’t unique to briefing programs. Do you know which of your contributions your boss considers strategic – or not?

ABPM Ranking of Strategic Contributions from greatest to least.

RANKING OF ACTIVITIES FROM GREATEST TO LEAST STRATEGIC VALUE

Strategic

Both strategic and tactical

Not

Integrating the briefing program as an inherent part of the sales process

89%

11%

0%

Helping the organization to better understand the value of the briefing center

78%

22%

0%

Participating in organization-wide strategic planning process

75%

13%

12%

Finding new programs to drive revenue-generating business

75%

13%

12%

Sharing customer visit insights and best practices among account teams

56%

44%

0%

Launching a Global Briefing Program

57%

43%

0%

Forging external partnerships

44%

22%

33%

Identifying and relating customer satisfaction/dissatisfaction

38%

50%

13%

Providing training for presenters

36%

55%

9%

Developing processes to prepare executives to meet with guests

33%

56%

11%

Improving the briefing program experience for guests

22%

67%

11%

Finding new ways to streamline program operations

22%

33%

45%

Refreshing briefing center

22%

33%

33%

Tracking and reporting briefing center performance

11%

67%

22%

Integrating briefing center into CRM software (i.e. Salesforce.com)

11%

67%

22%

Aligning catering costs to budget

0%

33%

67%

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