01 STOP NAVEL GAZING! YOUR STRATEGY DEFINES HOW YOU UNIQUELY & DEFENSIBLY DELIVER CUSTOMER VALUE. ITS ABOUT THEM, NOT YOU.
02 LOOK AHEAD! THE VISION SHOULD INSPIRE, NOT JUST EXPLAIN. STRATEGY IS ABOUT WHERE WE ARE GOING, NOT WHERE WE ARE.
03 KEEP IT SIMPLE TROOPS AT EVERY LEVEL MUST RELATE & BE ABLE TO ALIGN PERSONAL DAY-TO- DAY WORK. BUT SIMPLE IS NOT SIMPLISTIC. (AND NO MORE THAN 6 OBJECTIVES AT A TIME PLEASE!)
04 CULTURE EATS STRATEGY FOR BREAKFAST! ADDRESS CULTURE & CHANGE UP FRONT AND REMEMBER THAT WITHOUT BUY-IN & DAY-T0-DAY, IN-THE-TRENCHES EXECUTION, YOUR STRATEGY IS JUST A POWER POINT DECK.
05 ASSIGN OWNERSHIP STRATEGY MUST BE OWNED BY SPECIFIC PEOPLE WITH SKILLS, SCOPE, AND AUTHORITY TO MAKE IT HAPPEN.
06 ALIGN TIE THE EXECUTION PLAN DIRECTLY INTO THE BUSINESS STRATEGY & BUDGET, OBJECTIVE FOR OBJECTIVE. FROM JANITORS ALL THE WAY DOWN TO SENIOR MANAGERS
07 KEEP IT REAL 20% STRETCH IS FINE, BUT NOT MUCH MORE. STRATEGY SHOULD BE FIRMLY BASED IN EXISTING CORE COMPETENCIES AND BE EXECUTABLE. IT SHOULD ALSO DEFINE WHAT WE WON'T DO.
08 GOVERN IT DEFINE RELEVANT, COLLECTABLE METRICS TO MONITOR PROGRESS AND EMPOWER GOVERNANCE FOR ON-GOING EXECUTION & EXCEPTIONS
09 COMMUNICATE IT PLAN & BUDGET FOR COMMUNICATION. IF THE TROOPS DONT KNOW THE STRATEGY, OR HAVE A MISINTERPRETATION OF IT, THE WHOLE THING COLLAPSES
10 DONT RUSH IT GOOD STRATEGY DEVELOPMENT INCLUDES TIME TO JUST SIT & MARINATE.
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