Would your colleagues and staff describe your strategy in the same way you do? How do you get your organisation to follow the plan?
Leadership teams usually meet annually to review the core of their strategy. The conversations from which strategy emerges require structured work on specific issues to allow the creative magic to emerge. At StrategyWorks we arrange the discourse into three areas each described by a question:
Who are you?
In this part of the discussion teams look inward to reflect on their unique resources. We offer the following sessions:
- Appreciative Inquiry - Discovery
- Define your Business Concept
- Describe your Organisation Paradigm
- Define and describe your Core Values
- Define the strategic precepts underpinning the business.
- Take five steps from Trust to Delivery
Where are you now?
If you are going to plot a course to somewhere else, it is a good idea to understand where you are now. In these sessions the team carry out a situation analysis drawing on tools to:
- Analyse Stakeholder Support and Power
- Chart Strengths, Weaknesses, Opportunities and Threats
- List current issues against the Strategy Map
Where do you want to be?
These sessions pull together all the thinking and conversations about where the organisation could be headed. We offer the following:
- Scope of the context of the organisation
- Develop scenarios based on assumptions and key uncertainties
- Define your niche using a Strategy Canvas
- Listing and evaluating strategic options
- Finalising decisions
Finalising decisions prepares the team to ‘Translate the Strategy’ into a format to be used for more detailed planning. At StrategyWorks we use a Strategy Map for this purpose. In fact in most situations we will record the final decisions directly onto the Strategy Map. In this way the Translate phase is integrated with the Define phase.
If you would like to contact us about the process, drop us a line at:
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