Corporate strategy, Acquire a small brokerage firm, Exit the unit that manages small legacy accounts, Business strategy, Compete in retail funds by offering the lowest fees, Be the most personalised advisory service for wealthier clients, Functional strategy, Fund a certification programme for client service staff, Build a quarterly cash-flow forecast for the new fund business, Operational strategy, Cut the average time to answer an investor call by 10% this month, Reassign two team members to cover the morning rush of account openings, Formulation, Choose which new fund to launch from three options, Study inflation, interest rate and competitor trends, Agree the vision and mission, Implementation, Set annual targets for each team and assign budgets, Train the onboarding team on the new process and agree who owns each task, Link team bonuses to the new priorities, Evaluation, Review last quarter's results against the plan and decide what to correct, Notice that the original assumptions no longer hold and report this to leadership, Direction elements, Vision: To be the investment partner Egyptians trust to grow their wealth, Mission: We manage and grow investments for individuals and institutions with discipline, transparency and clear communication, Core value: We put the client's interests first, even when it costs us a sale, Objective: Reduce client onboarding from five days to two within twelve months, Core value: Always be honest about risk, Objective: Serve 25% more retail investors within three years, Vision: To be the most trusted name in investing across the region, Mission: Our business is managing savings and investments for clients, using technology and expert advice, Not SMART: Improve client service, SMART: Raise the first-contact resolution rate on investor queries from 70% to 80% by the end of Q2, Not SMART: Be the best team in the firm, SMART: Complete product training for all eight new advisers by 31 March

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