The Strategy Clockwork is a management model connecting the dots of the key concepts, theories, and frameworks for managing the full cycle of the Strategy.
This document discusses concepts related to corporate and strategic planning for management information systems. It covers topics such as long and short range planning, dimensions of planning including time, entity and organization, characteristics of corporate plans, essentiality of strategic planning due to market forces and environmental factors, development of long range strategic planning including mission and goals, and types of strategies such as overall company strategy, growth strategy, product strategy, and market strategy. Short range planning deals with targets and objectives for one year. Tools for planning discussed include creativity, systems approach, sensitivity analysis, and modeling. Balance scorecards, dashboards, and scorecards are also covered. Finally, the role of MIS in strategic management is discussed.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Kalypso Strategic Roadmapping Deck Mar Webinarv4Brsurf2001
The document discusses strategic roadmapping and its benefits. It provides an overview of how best performers use roadmapping to link strategy and projects, integrate markets, products and technologies, and translate insights into development activities. It also outlines a typical roadmapping process from informal to leading practice and provides a case example of how roadmapping was used to develop a commercial strategy and 5-year plan for a new business unit.
The document introduces a framework for innovation success with five core focal areas:
1) Strategic Context - how the firm sets innovation strategies aligned with customer needs
2) Trajectories, Discovery and Insight - how the firm identifies trends and gathers customer insights
3) Systematic Innovation Process - how the firm conducts innovation activities consistently
4) Go to Market - how the firm executes the transition of ideas to commercial products
5) Enabling and Scalable Infrastructure - how the firm enables and scales innovation over time.
The framework is intended to simplify and accelerate innovation efforts by providing a common model.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
The Business Plan, The Business Planning Process, Strategic Planning, Analysing The Environment, Analysing The Firm, Industry And Competitor Analysis, Product And Portfolio Analysis, SWOT Analysis, Generating Strategic Options, Market Analysis And Strategy , Market Forecasting, The Operational Plan, Model The Business, Accounting Principles, Completing The Financial Statements, Reviewing The Financial Statements, Evaluating Strategic Options, Funding Issues, Risk Analysis, Presenting The Business Plan And Obtaining Approval, Implementing The Business Plan, Sayeed Alam, 9910479355
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
GRA - Scenario Planning: Addressing a Capability Gap Affecting Industry Compe...Rebecca Manjra
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity lifecycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something useable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This presentation covers the relevancy of Scenario Planning today including an analysis of the stages of S&OP maturity as well as a case study with Simplot, a leading Australian food manufacturer and a leader in S&OP maturity and Scenario Planning.
This document discusses concepts related to corporate and strategic planning for management information systems. It covers topics such as long and short range planning, dimensions of planning including time, entity and organization, characteristics of corporate plans, essentiality of strategic planning due to market forces and environmental factors, development of long range strategic planning including mission and goals, and types of strategies such as overall company strategy, growth strategy, product strategy, and market strategy. Short range planning deals with targets and objectives for one year. Tools for planning discussed include creativity, systems approach, sensitivity analysis, and modeling. Balance scorecards, dashboards, and scorecards are also covered. Finally, the role of MIS in strategic management is discussed.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Kalypso Strategic Roadmapping Deck Mar Webinarv4Brsurf2001
The document discusses strategic roadmapping and its benefits. It provides an overview of how best performers use roadmapping to link strategy and projects, integrate markets, products and technologies, and translate insights into development activities. It also outlines a typical roadmapping process from informal to leading practice and provides a case example of how roadmapping was used to develop a commercial strategy and 5-year plan for a new business unit.
The document introduces a framework for innovation success with five core focal areas:
1) Strategic Context - how the firm sets innovation strategies aligned with customer needs
2) Trajectories, Discovery and Insight - how the firm identifies trends and gathers customer insights
3) Systematic Innovation Process - how the firm conducts innovation activities consistently
4) Go to Market - how the firm executes the transition of ideas to commercial products
5) Enabling and Scalable Infrastructure - how the firm enables and scales innovation over time.
The framework is intended to simplify and accelerate innovation efforts by providing a common model.
This is the second deck of three which defines a collaborative innovation reference model. In this deck we identify five areas of consideration whenever an innovation effort is considered: Strategic context, Insights, Go To Market, enabling infrastructure and systematic innovation processes.
The Business Plan, The Business Planning Process, Strategic Planning, Analysing The Environment, Analysing The Firm, Industry And Competitor Analysis, Product And Portfolio Analysis, SWOT Analysis, Generating Strategic Options, Market Analysis And Strategy , Market Forecasting, The Operational Plan, Model The Business, Accounting Principles, Completing The Financial Statements, Reviewing The Financial Statements, Evaluating Strategic Options, Funding Issues, Risk Analysis, Presenting The Business Plan And Obtaining Approval, Implementing The Business Plan, Sayeed Alam, 9910479355
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
GRA - Scenario Planning: Addressing a Capability Gap Affecting Industry Compe...Rebecca Manjra
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity lifecycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something useable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This presentation covers the relevancy of Scenario Planning today including an analysis of the stages of S&OP maturity as well as a case study with Simplot, a leading Australian food manufacturer and a leader in S&OP maturity and Scenario Planning.
Scenario planning: addressing a capability gap affecting industry competitive...Charles Edwards
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity life cycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something usable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This white paper covers the relevancy of Scenario Planning today, an analysis of the stages of S&OP maturity and a case study on Simplot, a leading Australian food manufacturer with mature S&OP and Scenario Planning capabilities.
PDF available here: http://www.gra.net.au/uploads/resource/129-GRA-Scenario-Planning-White-Paper.pdf
Ia
n
W
h
ad
co
ck
1808 Kaplan.indd 621808 Kaplan.indd 62 12/5/07 5:31:55 PM12/5/07 5:31:55 PM
NOT LONG AFTER ITS SUCCESSFUL IPO, the Conner Corporation (not its real
name) began to lose its way. The company’s senior executives continued their prac-
tice of holding monthly one-day management meetings, but their focus drifted.
The meetings’ agenda called for a discussion of operational issues in the morn-
ing and strategic issues in the afternoon. But with the company under pressure
to meet quarterly targets, operational items had started to crowd strategy out
of the agenda. Inevitably, the review of actual monthly and forecast quarterly
fi nancial performance revealed revenues to be lower, and expenses to be higher,
than targeted. The worried managers spent hours discussing how to close the
gap through pricing initiatives, capacity downsizing, SG&A staff cuts, and sales
hbr.org | January 2008 | Harvard Business Review 63
Successful strategy execution has two basic rules: understand
the management cycle that links strategy and operations, and know
what tools to apply at each stage of the cycle.
by Robert S. Kaplan
and David P. Norton
the Management
System
1808 Kaplan.indd 631808 Kaplan.indd 63 12/5/07 5:32:05 PM12/5/07 5:32:05 PM
64 Harvard Business Review | January 2008 | hbr.org
LEADERSHIP AND STRATEGY | Mastering the Management System
campaigns. One executive noted, “We have no time for
strategy. If we miss our quarterly numbers, we might cease
to exist. For us, the long term is the short term.”
Like Conner, all too many companies – including some
well-established public corporations – have learned how
Gresham’s Law applies to their management meetings:
Discussions about bad operations inevitably drive out dis-
cussions about good strategy implementation. When com-
panies fall into this trap, they soon fi nd themselves limping
along, making or closely missing their numbers each quarter
but never examining how to modify their strategy to gener-
ate better growth opportunities or how to break the pat-
tern of short-term fi nancial shortfalls. Analysts, investors,
and board members start to question the imagination and
commitment of the companies’ management.
In our experience, however, breakdowns in a company’s
management system, not managers’ lack of ability or effort,
are what cause a company’s underperformance. By manage-
ment system, we’re referring to the integrated set of processes
and tools that a company uses to develop its strategy, translate
it into operational actions, and monitor and improve the effec-
tiveness of both. The failure to balance the tensions between
strategy and operations is pervasive: Various studies done in
the past 25 years indicate that 60% to 80% of companies fall
short of the success predicted from their new strategies.
By creating a closed-loop management system, compa-
nies can avoid such shortfalls. (S ...
This document summarizes a seminar on applying financial realities to strategic planning. The seminar objectives are to help professional services firms use advanced financial models in parallel with strategic planning to assess how different strategies could impact revenues, returns, and risks over time. This enhances strategic decision making. The seminar will discuss building a robust strategic forecasting model, capabilities that enhance decision making, integrating strategic and operational forecasts, and approaches to strategic risks.
Dear students
Call us at : 08263069601
Or
Mail us at “ help.mbaassignments@gmail.com ”
To get fully solved assignments
Send your semester & Specialization name to our mail id .
Lean strategy focuses on understanding customer demands and incorporating them throughout an organization's processes to optimize value. This allows organizations to continuously improve their competitive advantage over time. By implementing lean thinking from the customer back through each process, organizations can successfully execute strategies that adapt to changing customer needs. The benefits of lean strategy include more successful strategic implementation through a culture of continuous improvement, increased adaptability, revenue growth, and synergies across the organization.
Imagine if you had a framework that could assist you in understanding how well you were maximising customer profitability, via a quantitative measure that cascades into all the important elements of managing customers. Imagine if every senior stakeholder was in total alignment about what needed to be done to drive up customer performance in enough detail , based on a realistic set of expectations about the financial benefits that could be delivered by getting to the desired level of customer centric capability. Imagine if we knew how long it'll take to deliver ROI..................
SM Unit 5 - Blue and red Ocean Strategy.pptxHemantPawar71
1. The document discusses key concepts from blue ocean strategy including the strategy canvas, value curve, four actions framework, and business model.
2. It explains the strategy canvas is used to visualize the current competitive landscape by plotting key factors against customer needs. The value curve similarly shows where value is created for customers compared to competitors.
3. The four actions framework poses questions to challenge industry assumptions and find new market spaces through eliminating, reducing, raising, or creating factors.
4. A business model identifies the value proposition, target market, revenue streams, activities in the value chain, and long-term competitive strategy. It is the company's plan for making a profit.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
Quant Labs, the research division of Quant Foundry has developed an operational risk model that supports the COO to pin point areas of process weaknesses. The model continuously learns the business operating model and enables the COO to target investment under different strategic scenarios.
This document discusses why sales and operations planning (S&OP) is so difficult for many companies. It summarizes the results of two quantitative surveys on S&OP and inventory management. The document finds that there are five main barriers that make S&OP challenging: 1) functional organizations have misaligned metrics, 2) a lack of understanding of the supply chain as a complex system, 3) a lack of organizational alignment, particularly between sales and operations, 4) a lack of balance in the S&OP process between commercial and operations needs, and 5) a reliance on spreadsheets rather than dedicated S&OP technologies. The document provides recommendations for overcoming each barrier, such as aligning metrics across functions and linking S&
This document provides an overview of key concepts in strategic management including definitions of strategic planning, management control, and operational control. It also discusses mission and vision statements, goal setting, gap analysis, strategic choice, and performance measurement. Multinational strategies and issues are briefly covered along with benchmarking, the product lifecycle, and sources of risk and uncertainty.
As a Corporate Strategy Leader, you are under immense pressure to drive organizational success, align strategic initiatives, and ensure the effective allocation of resources to drive business outomes. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, provides a comprehensive solution for managers looking to overcome these challenges with greater efficiency, insight, and impact. This webinar will explore how OnePlan’s SPM platform can transform strategic planning and execution within your organization. Learn How To:
Align Strategy and Execution: Discover how OnePlan ensures that every initiative aligns with your organization’s strategic objectives, optimizing outcomes and driving success.
Make Data-Driven Decisions: Learn how AI-powered analytics and predictive insights can empower managers to make informed decisions, anticipate future trends, and adapt strategies in real time.
Optimize Resources: Explore strategies for maximizing the use of available resources, reducing waste, and increasing ROI through intelligent planning and allocation features.
Collaborate with Transparency: Understand the importance of fostering a collaborative environment within the Corporate Strategy Office and across departments, facilitated by OnePlan’s centralized platform.
Manage Risk with Agility: See how OnePlan’s AI capabilities can help your team identify potential risks early, propose mitigation strategies, and maintain agility in the face of changing market conditions.
This webinar is designed for strategy executives, portfolio managers, and professionals involved in corporate planning and execution, who are looking to leverage advanced technologies to elevate their strategic processes and outcomes. Join us to uncover the transformative potential of OnePlan’s Strategic Portfolio Management Platform and AI for your Corporate Strategy Office.
This document provides information about Cost Academy, a strategic management training organization located in Kolkata, India. It includes contact information for the academy, as well as an outline of the strategic management course materials that will be covered, including definitions, frameworks, analysis tools, and case studies. The objectives of the course are to develop an understanding of general and competitive business environments as well as strategic management concepts and techniques.
The document provides an overview of strategic management concepts including:
1. Definitions of strategic management, mission, objectives, goals, and levels of strategy including corporate, business unit, and functional strategies.
2. Frameworks for analyzing the external and internal environment like PEST, Porter's 5 Forces, SWOT, and TOWS.
3. Tools for strategic analysis and choice like the BCG matrix, product life cycle, benchmarking, and gap analysis.
4. The rational process of strategic management including analysis, formulation, implementation, and review.
5. Case studies and examples are provided to illustrate strategic management techniques.
The document discusses various strategic management tools and techniques for analyzing a company's strategy, including the Quantitative Strategic Planning Matrix (QSPM) method. The QSPM uses inputs from external/internal factor analyses to objectively evaluate and select between alternative strategies. It compares strategies based on how well they capitalize on critical success factors identified in earlier analyses. The document also covers generating strategies using a TOWS matrix, competitive strategies like differentiation and lower cost, competitive tactics involving timing and market location, and cooperative strategies such as strategic alliances and collusion.
This document discusses the importance of developing a cloud strategy. It notes that cloud computing adoption is entering the early mainstream phase, so many organizations are now evaluating cloud computing seriously. It then outlines five common archetypes of cloud strategy approaches that organizations take: 1) developing strategy before adopting cloud, 2) developing strategy after initial cloud adoption, 3) resetting strategy after struggling with initial adoption, 4) renewing an existing successful strategy, and 5) developing urgent strategy when consequences of failure are high. The document emphasizes that a cloud strategy is needed to ensure cloud computing success and should align with an organization's overall IT and business strategies.
Using the Analytic Hierarchy Process (AHP) to Select and Prioritize Project...Ricardo Viana Vargas
The objective of this paper is to present, discuss and apply the principles and techniques of the Analytic Hierarchy Process (AHP) in the prioritization and selection of projects in a portfolio. AHP is one of the main mathematical models currently available to support the decision theory.
The Penta Model of Strategic Choices (summary)Mihai Ionescu
The document outlines a framework for developing a competitive advantage with two main components: where to focus and how to compete.
For where to focus, there are 10 options across 5 categories that analyze market segments, customer convenience, integration opportunities, alternatives/expansion areas, and emerging areas.
For how to compete, there are also 10 options across 5 categories related to developing the best product, bonding with customers, controlling transactions, leveraging unique advantages, and innovating.
The framework is intended to be used as a cognitive reference model to strategically define choices and positioning across the various options presented for where to focus efforts and how to compete in the market.
The Penta Model is a reference cognitive model for selecting the
best Strategic Choices to position our business along the Where-to-Play and How-to-Win dimensions
of the Strategy.
Scenario planning: addressing a capability gap affecting industry competitive...Charles Edwards
Exponential population and technology growth is occurring at a rate never before seen in history. Together, these forces have created the data driven world we live in. The business landscape has become more competitive and complex given the increased level of capability required to scale, evolve and rapidly gain market share; shortening the business maturity life cycle.
A critical success factor to survival and succeed in both nature and business is the ability to learn and implement quickly – to adapt and evolve. By reducing the time it takes for your business to know what’s happening, learn what is needed for success and implement, you can outpace your competitors and capture new opportunities.
Today, there is an imperative to turn the vast seas of data into information, something usable which drives insights and enables us to make decisions which optimally utilise assets and resources. In operational speak, this entire process is enabled by excellence in Scenario Planning.
This white paper covers the relevancy of Scenario Planning today, an analysis of the stages of S&OP maturity and a case study on Simplot, a leading Australian food manufacturer with mature S&OP and Scenario Planning capabilities.
PDF available here: http://www.gra.net.au/uploads/resource/129-GRA-Scenario-Planning-White-Paper.pdf
Ia
n
W
h
ad
co
ck
1808 Kaplan.indd 621808 Kaplan.indd 62 12/5/07 5:31:55 PM12/5/07 5:31:55 PM
NOT LONG AFTER ITS SUCCESSFUL IPO, the Conner Corporation (not its real
name) began to lose its way. The company’s senior executives continued their prac-
tice of holding monthly one-day management meetings, but their focus drifted.
The meetings’ agenda called for a discussion of operational issues in the morn-
ing and strategic issues in the afternoon. But with the company under pressure
to meet quarterly targets, operational items had started to crowd strategy out
of the agenda. Inevitably, the review of actual monthly and forecast quarterly
fi nancial performance revealed revenues to be lower, and expenses to be higher,
than targeted. The worried managers spent hours discussing how to close the
gap through pricing initiatives, capacity downsizing, SG&A staff cuts, and sales
hbr.org | January 2008 | Harvard Business Review 63
Successful strategy execution has two basic rules: understand
the management cycle that links strategy and operations, and know
what tools to apply at each stage of the cycle.
by Robert S. Kaplan
and David P. Norton
the Management
System
1808 Kaplan.indd 631808 Kaplan.indd 63 12/5/07 5:32:05 PM12/5/07 5:32:05 PM
64 Harvard Business Review | January 2008 | hbr.org
LEADERSHIP AND STRATEGY | Mastering the Management System
campaigns. One executive noted, “We have no time for
strategy. If we miss our quarterly numbers, we might cease
to exist. For us, the long term is the short term.”
Like Conner, all too many companies – including some
well-established public corporations – have learned how
Gresham’s Law applies to their management meetings:
Discussions about bad operations inevitably drive out dis-
cussions about good strategy implementation. When com-
panies fall into this trap, they soon fi nd themselves limping
along, making or closely missing their numbers each quarter
but never examining how to modify their strategy to gener-
ate better growth opportunities or how to break the pat-
tern of short-term fi nancial shortfalls. Analysts, investors,
and board members start to question the imagination and
commitment of the companies’ management.
In our experience, however, breakdowns in a company’s
management system, not managers’ lack of ability or effort,
are what cause a company’s underperformance. By manage-
ment system, we’re referring to the integrated set of processes
and tools that a company uses to develop its strategy, translate
it into operational actions, and monitor and improve the effec-
tiveness of both. The failure to balance the tensions between
strategy and operations is pervasive: Various studies done in
the past 25 years indicate that 60% to 80% of companies fall
short of the success predicted from their new strategies.
By creating a closed-loop management system, compa-
nies can avoid such shortfalls. (S ...
This document summarizes a seminar on applying financial realities to strategic planning. The seminar objectives are to help professional services firms use advanced financial models in parallel with strategic planning to assess how different strategies could impact revenues, returns, and risks over time. This enhances strategic decision making. The seminar will discuss building a robust strategic forecasting model, capabilities that enhance decision making, integrating strategic and operational forecasts, and approaches to strategic risks.
Dear students
Call us at : 08263069601
Or
Mail us at “ help.mbaassignments@gmail.com ”
To get fully solved assignments
Send your semester & Specialization name to our mail id .
Lean strategy focuses on understanding customer demands and incorporating them throughout an organization's processes to optimize value. This allows organizations to continuously improve their competitive advantage over time. By implementing lean thinking from the customer back through each process, organizations can successfully execute strategies that adapt to changing customer needs. The benefits of lean strategy include more successful strategic implementation through a culture of continuous improvement, increased adaptability, revenue growth, and synergies across the organization.
Imagine if you had a framework that could assist you in understanding how well you were maximising customer profitability, via a quantitative measure that cascades into all the important elements of managing customers. Imagine if every senior stakeholder was in total alignment about what needed to be done to drive up customer performance in enough detail , based on a realistic set of expectations about the financial benefits that could be delivered by getting to the desired level of customer centric capability. Imagine if we knew how long it'll take to deliver ROI..................
SM Unit 5 - Blue and red Ocean Strategy.pptxHemantPawar71
1. The document discusses key concepts from blue ocean strategy including the strategy canvas, value curve, four actions framework, and business model.
2. It explains the strategy canvas is used to visualize the current competitive landscape by plotting key factors against customer needs. The value curve similarly shows where value is created for customers compared to competitors.
3. The four actions framework poses questions to challenge industry assumptions and find new market spaces through eliminating, reducing, raising, or creating factors.
4. A business model identifies the value proposition, target market, revenue streams, activities in the value chain, and long-term competitive strategy. It is the company's plan for making a profit.
The document discusses strategic management concepts for a private dialysis service provider. It covers strategic planning, linking strategic and operational levels, performance management, growth options, and managing in a competitive environment. Key points discussed include having a strategic focus to guide long-term decisions, analyzing the external environment and internal resources, identifying strategic options, understanding who the different customers are for private clinics versus state-run services, and selecting strategies and making decisions to satisfy all stakeholders.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
Quant Labs, the research division of Quant Foundry has developed an operational risk model that supports the COO to pin point areas of process weaknesses. The model continuously learns the business operating model and enables the COO to target investment under different strategic scenarios.
This document discusses why sales and operations planning (S&OP) is so difficult for many companies. It summarizes the results of two quantitative surveys on S&OP and inventory management. The document finds that there are five main barriers that make S&OP challenging: 1) functional organizations have misaligned metrics, 2) a lack of understanding of the supply chain as a complex system, 3) a lack of organizational alignment, particularly between sales and operations, 4) a lack of balance in the S&OP process between commercial and operations needs, and 5) a reliance on spreadsheets rather than dedicated S&OP technologies. The document provides recommendations for overcoming each barrier, such as aligning metrics across functions and linking S&
This document provides an overview of key concepts in strategic management including definitions of strategic planning, management control, and operational control. It also discusses mission and vision statements, goal setting, gap analysis, strategic choice, and performance measurement. Multinational strategies and issues are briefly covered along with benchmarking, the product lifecycle, and sources of risk and uncertainty.
As a Corporate Strategy Leader, you are under immense pressure to drive organizational success, align strategic initiatives, and ensure the effective allocation of resources to drive business outomes. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, provides a comprehensive solution for managers looking to overcome these challenges with greater efficiency, insight, and impact. This webinar will explore how OnePlan’s SPM platform can transform strategic planning and execution within your organization. Learn How To:
Align Strategy and Execution: Discover how OnePlan ensures that every initiative aligns with your organization’s strategic objectives, optimizing outcomes and driving success.
Make Data-Driven Decisions: Learn how AI-powered analytics and predictive insights can empower managers to make informed decisions, anticipate future trends, and adapt strategies in real time.
Optimize Resources: Explore strategies for maximizing the use of available resources, reducing waste, and increasing ROI through intelligent planning and allocation features.
Collaborate with Transparency: Understand the importance of fostering a collaborative environment within the Corporate Strategy Office and across departments, facilitated by OnePlan’s centralized platform.
Manage Risk with Agility: See how OnePlan’s AI capabilities can help your team identify potential risks early, propose mitigation strategies, and maintain agility in the face of changing market conditions.
This webinar is designed for strategy executives, portfolio managers, and professionals involved in corporate planning and execution, who are looking to leverage advanced technologies to elevate their strategic processes and outcomes. Join us to uncover the transformative potential of OnePlan’s Strategic Portfolio Management Platform and AI for your Corporate Strategy Office.
This document provides information about Cost Academy, a strategic management training organization located in Kolkata, India. It includes contact information for the academy, as well as an outline of the strategic management course materials that will be covered, including definitions, frameworks, analysis tools, and case studies. The objectives of the course are to develop an understanding of general and competitive business environments as well as strategic management concepts and techniques.
The document provides an overview of strategic management concepts including:
1. Definitions of strategic management, mission, objectives, goals, and levels of strategy including corporate, business unit, and functional strategies.
2. Frameworks for analyzing the external and internal environment like PEST, Porter's 5 Forces, SWOT, and TOWS.
3. Tools for strategic analysis and choice like the BCG matrix, product life cycle, benchmarking, and gap analysis.
4. The rational process of strategic management including analysis, formulation, implementation, and review.
5. Case studies and examples are provided to illustrate strategic management techniques.
The document discusses various strategic management tools and techniques for analyzing a company's strategy, including the Quantitative Strategic Planning Matrix (QSPM) method. The QSPM uses inputs from external/internal factor analyses to objectively evaluate and select between alternative strategies. It compares strategies based on how well they capitalize on critical success factors identified in earlier analyses. The document also covers generating strategies using a TOWS matrix, competitive strategies like differentiation and lower cost, competitive tactics involving timing and market location, and cooperative strategies such as strategic alliances and collusion.
This document discusses the importance of developing a cloud strategy. It notes that cloud computing adoption is entering the early mainstream phase, so many organizations are now evaluating cloud computing seriously. It then outlines five common archetypes of cloud strategy approaches that organizations take: 1) developing strategy before adopting cloud, 2) developing strategy after initial cloud adoption, 3) resetting strategy after struggling with initial adoption, 4) renewing an existing successful strategy, and 5) developing urgent strategy when consequences of failure are high. The document emphasizes that a cloud strategy is needed to ensure cloud computing success and should align with an organization's overall IT and business strategies.
Using the Analytic Hierarchy Process (AHP) to Select and Prioritize Project...Ricardo Viana Vargas
The objective of this paper is to present, discuss and apply the principles and techniques of the Analytic Hierarchy Process (AHP) in the prioritization and selection of projects in a portfolio. AHP is one of the main mathematical models currently available to support the decision theory.
Ähnlich wie Strategy Clockwork Short Description (20)
The Penta Model of Strategic Choices (summary)Mihai Ionescu
The document outlines a framework for developing a competitive advantage with two main components: where to focus and how to compete.
For where to focus, there are 10 options across 5 categories that analyze market segments, customer convenience, integration opportunities, alternatives/expansion areas, and emerging areas.
For how to compete, there are also 10 options across 5 categories related to developing the best product, bonding with customers, controlling transactions, leveraging unique advantages, and innovating.
The framework is intended to be used as a cognitive reference model to strategically define choices and positioning across the various options presented for where to focus efforts and how to compete in the market.
The Penta Model is a reference cognitive model for selecting the
best Strategic Choices to position our business along the Where-to-Play and How-to-Win dimensions
of the Strategy.
The Merger Endgame Revisited (Kearney, 2013).pdfMihai Ionescu
- The document discusses consolidation in industries and strategies for "winning the merger endgame". It introduces a methodology called the Merger Endgame that analyzes historical industry consolidation and predicts future trends.
- Industries typically consolidate in 5 stages: opening, plateau, concentration, dominance, and reopening. The speed of consolidation depends on the industry's fixed costs - industries with high fixed costs consolidate faster.
- The methodology helps companies develop strategies to either drive consolidation through mergers and acquisitions or react to competitors' consolidation moves. A case study shows how it was used to analyze a company's business units and develop an acquisition strategy.
Market testing & research is invaluable for making the right Strategic Choices. Same is the customer design process, focused on their Jobs-to-Be-Done and the possible solutions for them. How can we make informed choices if we are unaware of the trends and weak signals that anticipate the possible plausible futures for which we design our Strategy? How can we make those choices if we don't understand how good or bad may they be in each of the most plausible alternative Strategic Scenarios?
Read mor about this in the LinkedIn post
THE STRATEGY PROCESS
https://lnkd.in/dxE2QukX
Strategy cycle, experimentation-driven, incremental, and adaptiveMihai Ionescu
Read the description on https://bit.ly/strategy-cycle-not-linear ... STRATEGY IS A CYCLE, NOT A LINEAR PROCESS ... A good article recently published by Prof. Roger Martin highlights the incremental questions-driven process of designing a Strategy /*. But there are several important things to consider about this.
1. A cycle, not a linear process. All these question stages build on the previous ones' answers, and support us in asking the next questions. But they are part of a cycle, as the last answers in an iteration help us ask the first questions in the next iteration. It's both incremental and, most importantly, adaptive /**.
2. Happening in parallel, mutually-reinforcing zones. Iterative as it is, Strategy is not a single-zone process. There are multiple horizons for our Strategy that make it happen in parallel in multiple zones, which mutually support each other, as part of Strategy's incremental cycle process /***...
/* What Strategy Questions are You Asking?, Roger Martin | https://lnkd.in/dJa_MHsF | /** Adaptive Strategy, Corrective Execution
https://lnkd.in/dQMQa7Xp
Strategy Skunk Works
https://lnkd.in/d4etfjTU | /*** Don't Rely on a Single Strategy!
https://lnkd.in/de9S4hcT
Palladium K-N Balanced Scorecard Hall of Fame members, the organizations that have received the HoF award for their implementations of the XPP (Execution Premium Process), the Kaplan-Norton Balanced Scorecard framework.
Between 2004 and 2018, a total of 214 organizations in 42 countries and in 32 industries have received the Palladium K-N BSC Hall of Fame award. The full public record can be reached here:
https://bit.ly/hof-palladium
See the Kaplan & Norton Execution Premium Process (XPP) diagram at:
http://bit.ly/xpp-diagram-original
The document outlines the design thinking process which includes 6 key stages: empathize, define, ideate, prototype, test, and iterate. In the empathize stage, researchers identify customer problems by understanding experiences, needs, and feelings. In the define stage, insights are synthesized and the core problem is articulated. The ideate stage focuses on generating alternative solutions. Prototyping turns ideas into tangible solutions to test. Testing involves getting customer feedback. The process iterates as new insights and ideas emerge.
See more details on the related LinkedIn post: ADAPTIVE STRATEGY, CORRECTIVE EXECUTION https://bit.ly/adapted-strategy-and-execution
The Strategy Management cycle works as an iterated chain of three main processes: Strategy Formulation (incl. Strategic Analysis, Scenario Planning, Design Thinking), Strategic Planning (incl. Alignment and Operational Integration) and Strategic Plan's execution (incl. Strategy Adaptation, Strategic Plan corrections & adaptation). The latter two are also known as Strategy Execution ...
This document outlines a strategic planning process with four main phases: analyze trends and scenarios, set strategic choices and business model, identify required capabilities and activities, and identify and breakdown strategic gaps. The process then involves validating hypotheses, evaluating feasibility, building the strategic plan, aligning the organization, integrating operations, executing the plan, and reviewing and correcting as needed. The overall process aims to formulate, execute, and continuously improve an organization's strategy.
Five Steps for Strategy Formulation and ExecutionMihai Ionescu
The three questions that summarize Strategy:
1. Which Jobs to Be Done do we target? (Where to Play)
2. What Solutions would best help do those jobs? (How to Win)
3. Why can't we deliver those Solutions ... by tomorrow morning?
The latter is the strongest question of Strategy, because it tells us what required capabilities are we missing, or are not adequately configured, and what required activities can we not perform. Resulting from that, are the Strategic Gaps that we have to close. That's what we should focus on, as those gaps clarify for us the path from desire to action, and allow us to plan, perform and adapt the execution of our Strategy.
https://bit.ly/strategy-3-questions
This document outlines several key aspects of an organization's capabilities system:
1) Key partners, sales channels, stakeholder relationships, key activities, management systems, organizational resources, tools and instruments, competences and skills, knowledge and information, and organizational culture.
2) Each aspect is classified as either "pivoting" or "non-pivoting" and may be impacted by political, economic, social, technological, environmental, regulatory, and health factors.
3) These unforeseeable constraints could affect the organization and how it may need to adapt its capabilities system.
This document outlines a framework for segmenting markets, defining market boundaries, and determining a company's value proposition. It includes multiple boxes labeled with letters and numbers that seem to represent different market segments, boundaries, and ways to create value for customers. The overall framework appears to be a tool for strategizing business growth through market analysis and innovation.
This document outlines a strategic planning process that includes defining objectives, initiatives, risks, and key performance indicators across multiple levels of an organization. It involves causal analysis to understand relationships between objectives, initiatives, risks and measures. Strategic hypotheses are developed and tested through feasibility analysis. Alignment is ensured between the overall strategy and objectives of different business units, functions, stakeholders and individuals.
This document outlines a process for reviewing and analyzing strategic initiatives and objectives. It involves multiple steps to validate hypotheses, analyze factors like initiatives, objectives, key performance indicators, causality, and strategy formulation. The process includes determining if initiatives are delayed or ineffective, analyzing objectives and whether hypotheses and models accurately reflect outcomes, and updating hypotheses, weights, and targets as needed based on findings.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY. A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
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Strategy Clockwork Short Description
1. The Strategy Clockwork
A management model connecting the dots of
the key concepts, theories, and frameworks
for managing the full cycle of the Strategy.
2. The Strategy Clockwork
STRATEGIC
SCENARIOS
STRATEGY
FORMULATION
STRATEGY
EXECUTION
CHOICES
COMPASS
CAPABILITIES
FACTORY
GAPS CLOSING
SCHEDULER
OPERATIONS
BRIDGE
ALIGNMENT
CONCERTO
FEASIBILITY
& VIABILITY
GATEWAY
PLANNING
BOARD
TRENDS
& SIGNALS
SPYGLASS
OSE
3
EXECUTION
PIT-STOP
HYPOTHESES
TEST BENCH
SKUNK
WORKS
DESIGN
WORKS
OFFICE OF STRATEGY EXECUTION
IDENTIFY JTBD
CHALLENGES
TEST POSSIBLE
SOLUTIONS
OSM
OFFICE OF STRATEGY MANAGEMENT
2
4
5
1
6
10
7 8
9
STRATEGY
EXPERIMENTATION
PRODUCT
EXPERIMENTS
CHOICES
EXPERIMENTS
I II
TEST
STRATEGIC
CHOICES
STRATEGIC CHOICES
Where-to-Play
& How-to-Win
REFERENCE
COGNITIVE
MODEL
STRATEGIC
HORIZONS
BUSINESS
PORTFOLIO
ACTIVITIES
SYSTEM
CAPABILITIES
SYSTEM POSITIONING
GAPS
COHERENCE
GAPS
CAUSALITY &
BREAKDOWN
RESOURCES
CONSTRAINTS
BUSINESS
MODEL
OBJECTIVES
MEASURES
INITIATIVES
RISK
RESILIENCE
INDIVIDUAL
ALIGNMENT
BUSINESS
ARCHITECTURE
FUNCTIONAL
ALIGNMENT
OPS PLANS
& READINESS
CONTINUOUS
IMPROVEMENT
BUDGET
PROGRESS
REVIEW
CORRECTIVE
ACTIONS
INITIATIVES
REALIZATION
MODELS
ADAPTATION
EARLY-WARNING
SYSTEM
Penta
Model
3. CHOICES
COMPASS
SKUNK
WORKS
DESIGN
WORKS
IDENTIFY JTBD
CHALLENGES
TEST
POSSIBLE
SOLUTIONS
OSM
OFFICE OF STRATEGY MANAGEMENT
2
STRATEGY
EXPERIMENTATION
PRODUCT
EXPERIMENTS
CHOICES
EXPERIMENTS
I II
STRATEGIC CHOICES
Where-to-Play
& How-to-Win
The Strategy Experimentation
TEST
STRATEGIC
CHOICES
The Strategy Paradox, described by Michael Raynor as the “collision between
commitment and uncertainty”, exposes our Strategy to risks that are directly
proportional with the boldness of our strategic vision.
How do we deal with risk and uncertainty in the endeavours of our daily
life? We experiment. We prototipe. We test our assumptions for validity
before taking a final decisions.
Unfortunately, the Strategy cannot be tested before being implemented.
And we can’t really prototype it. The changes mandated by the Strategy
usually take a year or more to implement. By the time we finish doing that,
the prototype is the same as the final Strategy. So, prototyping and testing
the Strategy does not make a lot of sense.
The Strategic Choices
The Strategy is about doing different things than what we do
today, or about doing the same things, but in significantly
different ways.
That is why the Strategic Choices are the foundation of the
Strategy. They are choices about Where-to-Play, or which
customer Jobs-to-Be-Done to target, and about How-to-Win
there, or what solutions can best solve those jobs.
This is a combination of Roger Martin’s and A.G. Lafley’s Playing
to Win framework, and Clayton Christensen’s and Tony Ulwick’s
Jobs-to-Be-Done theory.
The Product Experiments
The mature Design Thinking methodology, initially brought into the business
world by David Kelley, provides us sufficient guidance for successfully
empathizing with customers on their Jobs-to-Be-Done, ideating their needs
and context, imagining alternative solutions, then prototyping the most
promising one, and finally collecting some early adopters’ feedback on it.
But Strategy is about more than a single new product. It is about a range of
solutions for a range of customer jobs. For enabling the selection of our
best Strategic Choices, we must extend our Design Works laboratory to a
more comprehensive palette of customer needs and solutions for them.
The Choices Experiments
Reference Cognitive Models like the Penta Model help us gain a
more comprehensive view of our possible choices on the two
Strategy dimensions of Where-to-Play and How-to-Win.
But our hypotheses about which Strategic Choices would best
position our business over a strategic horizon should be based on
some market feedback. That is the role of Choices Experiments
performed by our own Skunk Works laboratory that allow us to
better estimate the success chances that each possible choice
type has in the real world.
4. STRATEGIC
SCENARIOS
CHOICES
COMPASS
TRENDS
& SIGNALS
SPYGLASS
2
1
STRATEGY
EXPERIMENTATION
PRODUCT
EXPERIMENTS
CHOICES
EXPERIMENTS
I II
STRATEGIC CHOICES
Where-to-Play
& How-to-Win
REFERENCE
COGNITIVE
MODEL
STRATEGIC
HORIZONS
BUSINESS
PORTFOLIO
Penta
Model
The OODA decision loop
Based on his US Air Force figher pilot experience John Boyd has
imagined an ideal tactical decision loop based on four stages:
• Observe (gather or research information about the
unfolding circumstances)
• Orient (make sense of the context by comparing it with a
reference cognitive model)
• Decide (pick the best potential course of action from a
palette of choices)
• Act (turn our decisions into real actions).
Strategy cycle’s “schwerpunkt”
Boyd identified the Orient stage as the “schwerpunkt” of the decision loop. It
is the most critical stage for successfully accomplishing the desired
outcome, in a loop performed faster and better than any opponent.
If we extend OODA to the Strategy cycle, we can see that the selection of
our mix of Strategic Choices is the “schwerpunkt” of our Strategy. It is its
foundation. With one caveat: having a Reference Cognitive Model.
The Penta Model
Built as an extension of Arnoldo Hax’s Delta Model, the Penta Model is a
way to structure our strategic positioning palette of possible choices. And it
does one more thing: It looks along both dimensions that are essential for
the Strategy: Where-to-Play (the market) and How-to-Win (the product).
The Penta Model facilitates the process of selecting a mix of choices that
may best position our business over the Strategic Horizons considered.
The Strategic Analysis
The decisions that we must take on long-term for both our Corporate
Strategy (on multiple business lines) and our Business Strategy (on a single
business line) must be based on an anlysis of the trends and weak signals
that are relevant for our industry or arena over those Strategic Horizons.
On the Business Portfolio side, we must decide on developing or re-creating
the Competitive Advantage on our business lines, which should ideally be
structured on the four-plus-one Zones to Win coined by Geoffrey Moore.
That is more meaningful than just considering a BCG growth-share matrix.
The Strategic Scenarios
No Strategy can be formulated for a single version of the future. There are
always multiple plausible versions of how the currently-observed trends
and weak signals may unfold. Therefore, we must formulate our Strategy on
multiple Strategic Scenarios. Fortunately, we have a comprehensive and
mature methodology available for defining the plausible scenarios.
5. From decision to reality, by tomorrow morning?
Once we have decided on our mix of Strategic Choices, we must turn
them from the drawing board into reality.
Can we do that by tomorrow morning?
Well … not. Why? Because those choices usually require new or
significantly modified activities and capabilities to support them, and
we can’t bring all of them up at the flip of a coin.
Actually, it often takes one year or more to create, acquire, develop,
or change significantly both our Activities System (things that we must
do in various Value Stream processes) and its underlying Capabilities
System (a set of competencies, management systems, relationships,
infrastructure, technology, information, and so on).
The Strategic Gaps
Our business is positioned today through certain Strategic Choices
that have founded the Strategy that brought us the current business.
But in going forward, our new or adapted Strategy needs a new mix of
Strategic Choices that we must select for positioning our business at
the end of the Strategic Horizons, at our Strategic Destinations.
Therefore, we must identify the Positioning Gaps between our former
Strategic Choices mix and the new mix of Strategic Choices upon
which our new Strategy is founded.
To achieve this, we must look at the Strategic Gaps between (a) the
Must-Have Activities, Capabilities, and enabling Management Systems
required to support our new mix of Strategic Choices and (b) the
Capabilities, Activities, and Management Systems that we have today.
These gaps are called Coherence Gaps, because they aim to ensure
the coherence between the Strategic Choices and the Activities,
Capabilities, and Management Systems of our new Strategy.
CHOICES
COMPASS
CAPABILITIES
FACTORY
GAPS CLOSING
SCHEDULER
3
2
4
ACTIVITIES
SYSTEM
CAPABILITIES
SYSTEM POSITIONING
GAPS
COHERENCE
GAPS
CAUSALITY &
BREAKDOWN
Strategic Gaps causality and breakdown
This approach to the long-term planning of closing the Strategic
Gaps is borrowed from the Kaplan-Norton BSC methodology,
which works on Strategic Objectives (usually, on an annual
planning cycle).
First of all, there is a major cause-effect relationship between
the Positioning Gaps and the Coherence Gaps. Closing the
former is mostly (but not exclusively) dependent on closing the
later. Then, there is causality (or dependency, if we regard it the
other way) between the gaps within each of the two categories.
Finally, we must break down the multi-annual horizons available
for closing all the gaps onto annual cycles, scheduling which
gaps should we close each year, based on the causality
relationships between them and the resulting sequentiality.
This is the foundation of synchronizing between one or more
multi-annual Strategic Horizons and the consecutive annual
cycles of the Strategy Execution process.
6. The Validation Gateway
Can we start closing all the Strategic Gaps on January 1st, next year? Not really.
First, there is a causality-driven sequentiality and precedence for doing that. Then,
we wouldn’t have the resources for the projects aimed at closing all of them,
simultaneously.
To avoid overalapping resources demands, we can re-distribute the closing of
Strategic Gaps between the yearly execution cycles. But even if we do that, we
might still not be able to rsource them all. It could be too costly overall, or require
too many resources taken from Operations. Our Strategy may eventually be a nice
dream, but not feasible enough to turn into reality. That’s why we need the
Feasibility Gateway.
Once our Strategy is fully implemented we will have a new or transformed business
that we can describe with a Business Model. It brings together all the key Value
Stream processes (internal and external) with their costs or revenue implications.
Would that be a viable model? That’s what the Viability Gateway must tell us.
So, what do we do is we don’t pass these gateways? We go back and re-formulate
the Strategy in another iteration, probably less ambitious, but with a higher
probability of implementation success, considering our Resources Constraints, and
better viability, considering the resulting Business Model and its financial balance.
GAPS CLOSING
SCHEDULER
FEASIBILITY
& VIABILITY
GATEWAY
4
5
POSITIONING
GAPS
COHERENCE
GAPS
CAUSALITY &
BREAKDOWN
RESOURCES
CONSTRAINTS
BUSINESS
MODEL
The Missing Link
A Kaplan-Norton BSC Strategy Map usually
has four causality-linked perspectives that
host the Strategic Objectives, which are
also linked between them with cause-effect
relationships.
If we place the Strategic Gaps in a similar
layout, we get a map of gaps, structured on
causality-linked perspectives, informing the
logic of sequentialy closing them.
How does this help? We can now develop
the Strategic Objectives by aggregating
clusters of tightly-coupled Strategic Gaps.
The Strategy-to-Execution “missing link”.
STRATEGY
RE-FORMULATION
STRATEGY
EXECUTION
Coherence Gaps
Stakeholders-Related Gaps
Value-Stream Processes Gaps
Enabling Resources Gaps
Positioning Gaps
Strategic Gaps Map BSC Strategy Map
O1
Stakeholders
O2
S1 S2 S3
P1
P2
P3
P2
E1 E2 E3
Outcomes
Int. Processes
Enablers
7. Organizational Alignment
Strategy is executed at the lowest level of the organization,
where “the rubber meets the road”. For this reason, the
Strategic Plan at organizational level must be Vertically
Aligned to business units, teams, and to the employees in
Strategic Jobs Families. Within any organization there are
“internal customers” and “internal suppliers” that depend
functionally on each other. They must be strategically
aligned, as well. This is the Horizontal Alignment that may
also involve some Business Architecture redesign.
Strategy Execution
There is no Strategy without a Strategy Execution process to
turn it from an intellectual construct to the business reality of
the market in which we operate.
Brought into the business practice by the Kaplan-Norton BSC
framework in the 1990’s, the Strategy Execution process follows
a Deming-cycle PDCA closed loop (Plan-Do-Check-Act).
The K-N framework has six stages. The first one is actually a
summarized Strategy Formulation process. The other five are
embedded into our Strategy Clockwork model, divided into:
1. Strategic Planning, Alignment, and Operations Integration
2. Strategic Plan’s Execution and Strategy models’ Adaptation
OPERATIONS
BRIDGE
ALIGNMENT
CONCERTO
PLANNING
BOARD
OSE
OFFICE OF STRATEGY
EXECUTION
OSM
OFFICE OF STRATEGY
MANAGEMENT
6
7 8
OBJECTIVES
MEASURES
INITIATIVES
RISK
RESILIENCE
INDIVIDUAL
ALIGNMENT
BUSINESS
ARCHITECTURE
FUNCTIONAL
ALIGNMENT
OPS PLANS
& READINESS
CONTINUOUS
IMPROVEMENT
BUDGET
STRATEGY
FORMULATION
STRATEGIC PLAN
EXECUTION
Strategic Planning
Central to the Strategic Planning process are the Strategic Objectives and
the cause-effect relationsips between them, illustrated by the Strategy Map.
By aggregating the Strategic Gaps, the Strategic Objectives get directly tied
to the Strategy. The “missing link” that connects Strategy and Execution.
The Strategic Objectives are linked in a many-to-many relationship with a
portfolio of Strategic Initiatives that aim to accomplish the objectives by
closing the Strategic Gaps that they aggregate. This is the organizational-
level Strategic Plan that we usually design for an annual cycle.
Our Strategy model (Strategy’s components and their relationships) and
Strategic Plan’s model have been developed based on hypothesis about the
future that allowed us to take decisions on each of their components.
The Scorecards include the Strategic Objectives and, for each of them, Lead
(output) and Lag (outcome) measures that quantify the Performance in
achieving the objectives, their Risk Exposure, as well as the Fragility induced
by factors that may affect the Resilience of the resulting business.
Operational Integration
The Strategic Plan provides guidance to Operations about
the anticipated changes in processes, revenues, and costs
along the coming annual cycle. The Budget, the Ops &
Readiness Plans, as well as the Continuous Improvement
program must synchronize with these anticipated changes.
8. Strategic Plan’s Execution
This is where the action really happens, along the annual execution cycle. We focus
on that slice of the Strategic Gaps that must be closed this year, as well as on the
corresponding Strategic Objectives. The Strategic Initiatives are rolled-out in their
scheduled sequence, with the participation of those who got in the Alignment
process a share of contribution responsibility.
Some employees are included in the Strategic Jobs Families, since they are part of
the Strategic Initatives’ project teams, or are involved in directly supporting the
resulting changes. But most employees do not participate in this planned Strategy
Execution, they are contributing to the un-planned Strategy Execution.
These employees are included in an Open Strategy system that asks their opinion
on the hypotheses employed in Strategy’s models and then targetted by the
continuous Strategy Communication campaign that keeps them connected to the
progress of Strategic Plan’s execution. Being aware of what’s going on, they can
make micro-changes in their work that converge with organization’s Strategy.
Initiatives’ Realization
Unlike tactical actions, strategic changes seldom provide
immediate outcomes. They take some time, and this is exactly
why deciding on Corrective Actions within periodic Progress
Review meetings is not very easy.
Once a Strategic Initiative project is finished, we can see its
output effects, but the desired outcome may appear after
those effects have propagated through the linked processes.
This delay is tied to the concept of Initiative Realization.
For engineers, this works like a slow regulatory loop. We need
to anticipate where will it stop before making intermediary
corrections. That’s why the Kaplan-Norton BSC framework has
introduced the combination of anticipatory (output) and
result (outcome) measures in its Scorecards.
Beyond that role, the BSC measures provide us a feedback on
the validity of the hypotheses employed for the decisions
about the model components that are linked to them.
The Adaptive Strategy
What was called by Henry Mintzberg “emergent strategy” is in
fact the “deliberate strategy”, but with Adaptive capabilities.
The cornerstone of the Adaptive Strategy are the chains of
hypotheses that we have used when deciding about our
Strategy and about our Strategic Plan and its Alignment.
Some of those hypotheses about the future are always
wrong, but we don’t know which ones. That is why we need
an Early Warning System to monitor their validity along
Strategic Plan’s execution.
Once we determine that certain hypotheses have turned
out to be invalid, based on the correlated measured values,
we need to replace them and modify or replace the models
components that depended on them. This is how we get a
continuously Adaptive Strategy.
PLANNING
BOARD
OSE
EXECUTION
PIT-STOP
HYPOTHESES
TEST BENCH
OFFICE OF STRATEGY EXECUTION
6
10
9
PROGRESS
REVIEW
CORRECTIVE
ACTIONS
INITIATIVES
REALIZATION
MODELS
ADAPTATION
EARLY-WARNING
SYSTEM
STRATEGIC
PLANNING
STRATEGY
RE-FORMULATION
STRATEGY
EXECUTION