Strategy Development Process

transcript

Minnesota Consulting Alliance

Dr. John Persico Jr.

https://www.youtube.com/watch?v=-GmBMxds7fo

Vision

The Components for Success

Mission

The primary purpose of strategic development is to find and create both short and long-term opportunities for your organization.

These opportunities must provide value for your stakeholders, customers and society.

Organizations that provide value remain in business and prosper.

Strategic Development

Strategic Leadership

Strategic Design

Strategic Implementation

Strategic Thinking

Strategic Development Process

Strategic Thinking

Strategic Design

•Ten Strategic Principles

•Eight Dimensions of Strategy

Plans for Succession

Coaches and Develops Others

Knowledge of Variation

Knowledge of People

Knowledge of Systems

Knowledge of Theory

PyramidCharts the Course

Vision

Strategic Development: Leadership

Leadership Identifies and Removes Roadblocks to

Creating Value in the Organization

Critical Thinking

Global Competencies

Knowledge of People

Knowledge of Theory

Strategic Thinking

PyramidIdentify and eliminate pathologies or barriers

Creativity/ Inspiration

Pathological Thinking

•Mindlessness•Myths•Fallacies•Diseases•Neuroses•Addictions•Mental Contamination

Mindlessness

•Black and white thinking•Filtering•Over-generalizing•Mind-reading•Fortune-telling•Emotional reasoning•Personalizing

Black and White Thinking

•Conservative vs. Liberal•Open Door vs. Closed door•Opportunity vs. Threat•Best of Times vs. the Worst of Times•Get it Done vs. Get it Right• A Good Person vs. a Bad Person

Is Pathological Thinking Inevitable?

What are your opinions? Can we avoid mistakes of thinking that diminish our

ability to create realistic strategies that add value?

Whole Systems Approach

User Centered Design

Knowledge of People

Knowledge of Theory

Strategic Design

PyramidUnderstanding

Technical Social Systems

Future Trends

What are the roadblocks to Value creation in an

organization?

Key Success Factors

•Directly impact the ability of your organization to achieve its mission

•May be internal or external factors and forces

•May be found at any level in the organization

Internal FactorsExternal Factors

Opportunity Matrix

Key Product Lines and Services

Markets

NewExisting

Existing

Core Competencies

Strategic Development: Implementation

Ten Strategic Principles

Communicating Strategy and Engaging Stakeholders

Cascading the Plan

Knowledge of People

Knowledge of Theory

Pyramid

Building Commitment

Managing Resources

Strategic Development: Thinking and Design

Research AnalysisKnowledge/

WisdomStrategic

Opportunities

Strategic Principle # 1

The process of strategic development is as important as the outcome!

•Strategy requires ongoing monitoring of the world

•Multiple perspectives not single viewpoints are essential

•Strategy development is an iterative process

The eight dimensions of strategic development are all addressed !

•8 key dimensions

•Self-assessment and data are required

•The critical component is balance

Strategic development integrates marketing, HR, finance, production, IT and all of the value network of the organization into a systemic whole!

•Development is cross functional

•Focus on key customers to achieve integration

•Trust is a critical element of integration

Long range vision and values position the organization for the future!

•Visioning is not prediction

•Values are both strategic and ethical

•Short term issues must balance long term goals

•Visions pull order out of chaos

Goals fit the vision and values of the organization!

•You must identify the true value and meaning of your business

•You must have an accurate theory of your business

•You must match your vision and values

•You must understand your critical success factors and core competencies

Organizational buy-in must be developed!

•Vision, goals and values must be communicated

•The entire organization must be involved with strategy

•All functions and personnel must have developed a shared meaning and supporting agendas

•The organization becomes a strategic “fractal”

Accountability is explicit and time frames have been developed!

•Accountability is about integrity

•Accountability is not a formula for assigning blame

•Data is required for realistic targets

•Milestones are clear and objective

Measures of success are clear!

•Terms and measures must be operationally defined

•Measures for status and for the future must be used

•Value is defined for customers and stakeholders

•The “unknown” and “unknowable” are a factor in success

Deployment has been adequately outlined!

•Plan for top down and bottom up deployment of strategy and goals and values

•Practice “catch ball”

•Establish fallbacks where risks are great

The development process is continually critiqued and improved!

•The PDCA discipline is practiced

•Time to learn from success and failure is built in

•Perfection is not an option

•Many trials and scenarios are run and developed

Strategic Development: Thinking and Design

Research AnalysisKnowledge/

WisdomStrategic

Opportunities

•Ten Strategic Principles

Eight Dimensions of Strategy

Questions & Answers?

Thank You Very Much For Your Participation Today

Strategy Development Process

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