Leading Wales Development Programmelearning.gov.wales/docs/learningwales/publications/161007-module3... · So in what ways is your organization ... the external trends that will affect

Module 3 Leading Strategic Thinking

Leading Wales Development Programme

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From Strategic Thinking to Strategic Action

Strategic Effectiveness

How Well Set Are We To Rise to Those Challenges?

1

2

3

4 5

How Can We Make Great Strategic

Choices?

What Got Us Here Won’t Necessarily Get Us There

What’s Going On Out There That Affects Us In Here?

Some Big Questions For Our Journey

Sensemaking

• What has resonated with you most?

• How does this apply to your own situation?

Relating

• How do others here see things?

• What do you think of their perspectives?

Visioning

• How does what you have experienced relate to what you are trying to achieve strategically?

• How will your colleagues see it?

Inventing

• What changes or additions to your action plan does what you’ve been discussing prompt in you?

• What will you do next to act on your thinking?

What got us here won’t necessarily get us there….

So, what can we do about it?

So here are the big questions ….

Do you want to be the world’s greatest typewriter company? Or, do you want to be everywhere where human beings are recording thought?

The No.1 Strategy Question

Why does our organisation exist? (what is our purpose?)

Customer Pyramid

From “Peak” – By Chip Conley

Comfortable, clean rooms

A quiet and safe room

Responsive staff service

Identity refreshment

Feeling like a VIP Customer

Pyramid

Experience

Service

Product

Clarity

CLARITY

The number one strategic leader’s rule:

Be Clear

Two Approaches to Strategy

Inside Out What have we got?

What do they want?

How can we achieve our goals through

offering them what we

have?

Inside Out What have we got?

What do they want?

How can we achieve our goals through

offering them what we have?

Outside In What is going on in the

world?

What, consequently, is going on in our sector?

How can we benefit from/ respond to/ be ready for

those trends?

TREND OR

MARKET LED

RESOURCE OR

PRODUCT LED

Vision Volatility can be countered with vision because vision is even more vital in turbulent times. Leaders with a clear vision of why they exist and where they want their organisations to be can better weather volatile environmental changes Understanding Uncertainty can be countered with understanding, the ability of a leader to stop, look, and listen. Leaders must learn to look and listen beyond their functional areas of expertise to make sense of the volatility and to lead with vision Clarity Complexity can be countered with clarity, the deliberative process to make sense of the chaos and its implications. Leaders, who can quickly and clearly tune into all of the minutiae associated with the chaos, can make better, more informed business decisions Agility Ambiguity can be countered with agility, the ability to communicate across the organisation – and beyond it – working collaboratively with different stakeholders and to move quickly to apply solutions

Kirk Lawrence, Kenan-Flagler Business School, University of North Carolina (2013) building on the work of the US Army War College (2002)

What’s Going On Out There That Affects Us in Here?

P

L

S

T

E

What’s Going On Out There That Affects Us In Here? Part 1 – Six Driving Forces of Change

Commoditisation

The Digital Revolution

Social Mediaisation

Globalisation

The Turbulent World

Acceleration

SIX DRIVING FORCES

OF CHANGE

Langdon Morris, The Innovation Master Plan Innovation Labs 2011

Commoditisation

Commoditisation continues to be an inexorable competitive force that is manifested in our times in many ways, from the WalMart-isation of the world’s retail supply chain and the accompanying outsourcing of manufacturing to Asia, to upheaval in the retail grocery business, to the outsourcing of computer services to India, to the precipitous drop in the price of computing power, to the cheap air fares that we now enjoy The trend of commoditisation will certainly continue during the next 20 years as an additional 2 – 3 billion people living in Asia and Africa are likely to join the ranks of the mass consuming middle class. This will drive intense competition in manufacturing and distribution as hundreds of millions of new households join the consumption party. The competition to serve these new customers will be fierce, and continuing downward pressure on prices will be intense. At the same time, the likely decline in the availability of natural resources, the dynamics of global supply and demand, and continuing advances in product design, manufacturing, and distribution will all have enormous impact on the dynamics of every industry. The vital questions for you could be, “How is commoditisation affecting our business today, and how will it affect us tomorrow?” It’s inevitable that competition will drive prices down in nearly every market, so how will your organisation respond?


The Digital Revolution

While the digital revolution hit the computer makers first in the early 1990s, it then moved on to attack other companies too, because cheap computing power suddenly enabled small companies to deploy the computational resources that only big ones previously had, and a major barrier to entry abruptly disappeared. Companies all over the world lowered their operating costs, increased their IT capabilities, and improved their own business models by creating better products and services at lower prices. Digitisation accelerated the trend toward larger-scale commoditisation, as goods that had once been considered luxuries became so cheap to make that they became available at mass market prices due to digitised design, manufacturing, and distribution systems Today’s Internet War between Google, Microsoft, and Facebook marks just another step in the digitisation of the economy, showing us that the digital revolution will continue to change the tools we use to create and consume information, and will therefore continue to have enormous influence on which business models are successful and which are not. And what impact will continuing digitisation have on your organisation? Could a competitor undercut your cost structure by digitising significant aspects of your industry’s value chain? Will a design, production or quality slip-up result in a tidal wave of internet-driven negative publicity that you must spend weeks and millions to counter? (It did to Toyota.) Can you find new uses for computer technology to increase your sales, or improve your own operating efficiency? Can you enhance or transform how you communicate internally, or how you communicate with customers?


Social Mediaisation

Hundreds of millions of people are using social media platforms like Facebook, MySpace, Twitter, and LinkedIn to communicate with one another, which constitutes a trend with enormous momentum, and perhaps enormous importance. Yet as a social phenomenon and an industry, social networking is so new that although the consequences seem to be important, they’re also entirely unpredictable. It’s impossible to know where these trends are going, or what they might mean two, three, or five years in the future. Will it be expected that every business must have a presence on Facebook (or its newer, cooler offspring) in a few years, just as it’s mandatory today for every company to have a web site? It’s entirely possible. But what else could it mean? Will social media become a force for social change, or merely a bunch of “places” to connect with friends? Will Facebook’s new currency become a powerful economic engine, or merely a curiosity? Will anything be different when the number of Facebook users passes a billion? These are among the questions that you should be asking and dialoguing about with your colleagues to make sure that new forces and factors don’t catch you by surprise, and also to position your organisation to take advantage of new possibilities and opportunities.


Globalisation

Globalisation has drawn every nation into a single economic system, and through social media, many of us are now participating in a mediated social system as well. As a result, every organisation’s strategy must address a globalised market in which increasing numbers of people are participating in social and business communities that transcend national boundaries. The power and impact of globalisation means that it’s essential for every company to understand the current and future impacts of worldwide trends on operations, to develop a globalisation strategy to optimize learning opportunities through exposure to various markets around the world, and perhaps also to extend its reach to new customers. As customer communities are also global, no large company can hope operate successfully without addressing global markets. So what does globalisation mean to your organisation? Can new competitors come into your market from elsewhere in the world and undercut your pricing? Or deliver better service? Or out-innovate you? If it happened, how would it unfold? What would you do in response?


The Turbulent World

To get a sense for the scale of turbulence in human society it is useful to note that, apart from major instances of warfare, about 1.6 million people die each year in violent crimes, which works out to about 4400 people per day, or sadly, about 3 per minute. 1.2 million more people are killed in auto accidents, and an additional 50 million are injured, according to the World Health Organisation. In a compact and informative little book called International Relations, Paul Wilkinson summarises his review of world affairs with this comment: “It would be entirely understandable if the reader felt somewhat depressed at this stage [of the book]. A brief survey of some of the major problems and challenges of international relations reveals that we live in a very dangerous world, and that many of the most serious threats to our peace, security, and economic and social well-being are the result of human actions” Ours is a turbulent world, and there’s nothing to suggest that the turbulence will decrease any time soon. So in what ways is your organization vulnerable to political, economic, or social disruptions? And how can you protect your organization from the impacts of these changes? Somewhat depressed indeed… Conversely, how many of these trends and challenges present innovation opportunities? Health care, environment, politics, news, social services, finance, aerospace, technology – innovations in all of these fields and many more will become central to humanity’s response to turbulence, and it is our organisations that will develop these innovations and introduce them to the market.


Acceleration

Authors Margaret Mark and Carol Pearson refer to acceleration as “collective speedup.” They write, “People today not only move more quickly, they can also process information rapidly. If the pace isn’t quick, they get bored. The media most facilitative of this desire to experience and know everything and do so instantly,” are of course social and electronic media. The organisational consequences of these factors are three-fold: 1. Markets are changing faster than they ever have before. 2. Consumer preferences and attitudes are changing faster, too. 3. Managers are called upon to make decisions on progressively more complex issues, but

they must be prepared to do so in significantly less time. Is your team working on its decision making skills to handle more information in less time? Do you have systems in place to collect event and trend data in real time? Are you tracking the external trends that will affect your business over the next 5 or 10 years? And what forces are driving change in your market? Are they easy to spot, or does change in your environment emerge on the fringes where it’s hard to notice unless you’re carefully paying attention. How are you improving your processes to deal with the acceleration of change? How do you relate them to your innovation programme? Langdon Morris, The Innovation Master Plan Innovation Labs 2011

What’s Going On Out There That Affects Us in Here? Part 2: Six Forces Analysis – Intensity of Power in the Sector

Buyers Suppliers Sector Competitors

Substitutes

Power of central /local government, regulatory bodies, pressure groups

State

Bargaining power of Suppliers (eg to drive up prices)

Threat of New Entrants (eg entry costs, entry ease, barriers to entry)

Bargaining power of Buyers (eg to

drive prices down, make demands,

threaten to switch)

Threat of substitute products

and services (eg customers find

a different way of getting your

services)

Rivalry amongst competing organisations – number,

strength, uniqueness

Potential Entrants

Six skills which, when mastered and used in concert, allow leaders to think strategically and navigate the unknown effectively

Research involving over 20,000 executives - more in-depth survey available at hbrsurvey.decisionstrat.com Strategic Leadership: The Essential Skills Shoemaker, Krupp, Howland – Harvard Business Review 2013

Strategic Leadership: The Essential Skills Shoemaker, Krupp, Howland – Harvard Business Review 2013

1. Talk to your customers, suppliers and other partners to understand their challenges

2. Conduct market research and business simulations to understand competitors’ perspectives, gauge their likely reactions to new initiatives or products and predict potentially disruptive offerings

3. Use scenario planning to imagine various futures and prepare for the unexpected

4. Look at a fast-growing rival and examine actions it has taken that puzzle you

5. List customers you have lost recently and try to figure out why 6. Attend conferences and events in other industries and functions


1. Focus on the root causes of a problem rather than the symptoms. Apply the ‘five whys’ of Toyota’s founder, Sakichi Toyoda

2. List long-standing assumptions about an aspect of your business and ask a diverse group if they hold true

3. Encourage debate by holding ‘safe zone’ meetings where open dialogue and conflict are expected and welcomed

4. Create a rotating position for the express purpose of questioning the status quo

5. Include naysayers in a decision process to surface challenges early 6. Capture input from people not directly affected by a decision who may

have a good perspective on repercussions


1. When analysing ambiguous data, list at least three possible explanations for what you’re observing and invite perspectives from diverse stakeholders

2. Force yourself to zoom in on the details and out to see the big picture

3. Actively look for missing information and evidence that disconfirms your hypothesis

4. Supplement observation with quantitative analysis 5. Step away – go for a walk, look at art, put on non-traditional music, play

table tennis – to promote an open mind


1. Reframe binary decisions by explicitly asking your team “what other options do we have?”

2. Divide big decisions into pieces to understand component parts and better see unintended consequences

3. Tailor your decision criteria to long-term versus short-term projects

4. Let others know where you are in your decision process. Are you still seeking divergent ideas and debate, or are you moving toward closure and choice?

5. Determine who needs to be directly involved and who can influence the success of your decision

6. Consider pilots or experiments instead of big bets, and make staged commitments


1. Communicate early and often to combat the two most common complaints in organisations: “No-one ever asked me” and “No- one ever told me”

2. Identify key internal and external stakeholders, mapping their positions on your initiative and pinpointing any misalignment of interests. Look for hidden agendas and coalitions

3. Use structured and facilitated conversations to expose areas of misunderstanding or resistance

4. Reach out to resisters directly to understand and address their concerns 5. Be vigilant in monitoring stakeholders’ positions during the rollout of your

initiative or strategy 6. Recognise and reward colleagues who support team alignment


1. Institute after-action reviews, document lessons learned from major decisions or milestones (including the termination of a failing project), and broadly communicate the resulting insights

2. Reward managers who try something laudable but fail in terms of outcomes

3. Conduct annual learning audits to see where decisions and team interactions may have fallen short

4. Identify initiatives that are not producing as expected and examine the root causes

5. Create a culture in which enquiry is valued and mistakes are genuinely viewed as learning opportunities

The Nine Elements of Organisational Health

After 10 years of research involving more than 600,000 respondents

from more than 500 organisations, the authors concluded that most

organisations focus on performance but fail to manage their organisational health - an

organisation's ability to align, execute and renew itself faster

than others. Health is so important that they believe it drives at least 50% of any organisation's long-

term success

Beyond Performance – Scott Keller and Colin Price McKinsey 2011

The Nine Elements of Organisational Health

AILING ABLE ELITE

DIRECTION Creates a strategy that fails to resolve the tough issues

Crafts and communicates a compelling strategy, reinforced by systems and processess…

…and provides purpose, engaging people around the vision

LEADERSHIP Provides excessively detailed instructions and monitoring (high control)

Shows care towards employees and sensitivity to their needs (high support)…

…and sets stretch goals and inspires employees to work at their full potential (high challenge)

CULTURE & CLIMATE

Lacks a coherent sense of shared values

Creates a baseline of trust within and across organisational units…

…and creates a strong, adaptable organisation-wide performance culture

ACCOUNTABILITY Creates excessive complexity and ambiguous roles

Creates clear roles and responsibilities; links performance and consequences…

…and encourages an ownership mindset at all levels

CO-ORDINATION & CONTROL

Establishes conflicting and unclear control systems and processes

Aligns goals, targets and metrics managed through efficient and effective processes…

…and measures and captures the value from working collaboratively across organisational boundaries

CAPABILITIES Fails to manage talent pipeline or deal with poor performers

Builds institutional skills required to execute strategy…

…and builds distinctive capabilities that create long-term competitive advantage

MOTIVATION Accepts low engagement as the norm

Motivates through incentives, opportunities and values…

…and taps into employees’ sense of meaning and identity to harness extraordinary effort

EXTERNAL ORIENTATION

Directs the energy of the organisation inward

Makes creating value for customers the primary objective…

…and focuses on creating value for all stakeholders

INNOVATION & LEARNING

Lacks structured approaches to harness employees’ ideas

Able to capture ideas and convert them into value incrementally and through specific initiatives…

…and able to leverage internal and external networks to maintain a leadership position


The Nine Elements and Thirty-Seven Practices of Organisational Health

An organisation that is in the top quartile for six or more of the 37 practices has an 80% likelihood of being in the top quartile for overall health, which in turn drives superior performance. This means that beyond achieving an “able” standard (above the bottom quartile) on all practices, organisations need choose only six to ten practices to be distinctive at. Which practices are more likely to enable you to reach your performance aspirations? Where do your existing strengths lie? Which practices will complement each other? __________________________________________________________________ 1. Direction – is a clear sense of where the organisation is heading and how it will get there that is meaningful to all employees

• Shared vision – Setting the direction by creating and communicating a compelling, vivid image of what the future will look like

• Strategic clarity – Articulating a clear direction and strategy for winning and translating it into specific goals and targets

• Employee involvement – Engaging employees in dialogue on the direction of the organisation and discussing their part in making it happen

Beyond Performance – Scott Keller and Colin Price – McKinsey 2011


2. Leadership - is the extent to which leaders inspire actions by others • Authoritative leadership – Emphasising hierarchy and managerial pressure to get

things done • Consultative leadership – Involving and empowering employees through

communication, consultation and delegation • Supportive leadership – Building a positive environment characterised by team

harmony, support, and care for employees’ welfare • Challenging leadership – Encouraging employees to take on tough challenges and

do more than they thought possible 3. Culture and Climate – is the shared beliefs and quality of interactions within and across organisational units

• Open and trusting – Encouraging honesty, transparency, and open dialogue • Internally competitive – Emphasising results and achievement, with a healthy

sense of internal competition to drive performance • Operationally disciplined – Fostering clear behavioural and performance standards

with close monitoring of adherence to those standards • Creative and entrepreneurial – Supporting innovation, creativity and initiative

taking Beyond Performance – Scott Keller and Colin Price – McKinsey 2011


4. Accountability – is the extent to which individuals understand what is expected of them, have sufficient authority to carry it out and take responsibility for delivering results

• Role clarity – Accountability driven by clear structures, roles and responsibilities • Performance contracts – Accountability driven by clear objectives and formal, explicit performance

targets • Consequence management – Accountability driven by linking rewards and consequences to

individual performance • Personal ownership – Accountability driven by a strong sense of individual

ownership and personal responsibility

5. Coordination and Control – is the ability to evaluate organisational performance and risk, and to address issues and opportunities as they arise

• People performance review – Using formal performance assessments, feedback, and tracking to coordinate and control flows of talent

• Operational management – Focusing on operational KPIs, metrics, and targets to monitor and manage organisational performance

• Financial management – Focusing on financial KPIs and the effective allocation and control of financial resources to monitor and manage performance

• Professional standards – Using clear standards, policies and rules to set behavioural expectations and enforce compliance

• Risk management – Identifying and mitigating anticipated risks, and responding rapidly to unexpected problems as they arise



6. Capabilities – is the presence of the institutional skills and talent required to execute strategy and create competitive advantage

• Talent acquisition – Hiring the right talent • Talent development – Developing employees’ knowledge and skills • Process‐based capabilities – Embedding capabilities and know-how through codified

methods and procedures • Outsourced expertise – Using external resources to fill capability gaps (eg vendors,

business partners, consultants)

7. Motivation - is the presence of enthusiasm that drives employees to put in extraordinary effort to deliver results

• Meaningful values – Appealing to compelling and personally meaningful values to motivate employees

• Inspirational leaders – Inspiring employees through encouragement, guidance and recognition

• Career opportunities – Providing career and development opportunities to motivate employees

• Financial incentives – Using performance-related financial rewards to motivate employees • Rewards and recognition – Providing non-financial rewards and recognition to

encourage high performance



8. External orientation – is the quality of engagement with customers, suppliers, partners and other external stakeholders to drive value

• Customer focus – Understanding customers and responding to their needs • Competitive insight – Acquiring and using information about competitors to inform

business decisions • Business partnership – Building and maintaining a network of external business

partners • Government and community relations – Developing strong relationships with the

public, local communities, government and regulatory agencies

9. Innovation & Learning – is the quality and flow of new ideas and the organisation’s ability to adapt and shape itself as needed

• Top‐down innovation – Driving innovation and learning through high-priority initiatives sponsored by senior leaders

• Bottom‐up innovation – Encouraging and rewarding employee participation in the development of new ideas and improvement initiatives

• Knowledge sharing – Enabling collaboration and knowledge-sharing across the organisation

• Capturing external ideas – Importing ideas and best practices from outside the organisation


What are your top and bottom colours?

Sociable Dynamic Demonstrative Enthusiastic Persuasive

COOL BLUE

FIERY RED

EARTH GREEN

What’s needed….

Stability & Control

Flexibility & Discretion

Internal Orientation

External Orientation

GREEN CULTURE A very friendly place to work where

people share a lot of themselves. Leaders are mentors, or parent

figures. Lots of loyalty and tradition. High commitment.

Very into people development, cohesion and morale.

Teamwork, participation, consensus

YELLOW CULTURE A dynamic, entrepreneurial, creative place to work. People take risks. Leaders are innovators and risk-takers. The glue is a commitment to experimentation and innovation. Long-term emphasis on growth and leading edge. Encourages individual initiative and achievement

BLUE CULTURE

A very formalised and structured place to work.

Procedures govern what people do. Leaders are good coordinators

and organisers. Maintaining a smooth running organisation is most critical.

Long-term is about stability and performance. Emphasis on dependability

RED CULTURE A results-oriented organisation. Major concern is getting the job done. People are competitive and goal-oriented. Leaders are hard drivers, producers and competitors. An emphasis on winning. Success is about market share and reputation.

Hard-driving competitiveness.

The Organisation Culture Assessment Instrument (OCAI) The OCAI is a simple questionnaire that has six categories in which you distribute

40 points between four sub-items

Category Style

1. Dominant organizational characteristics

A: Personal, like a family B: Entrepreneurial, risk taking C: Competitive, achievement oriented D: Controlled and structured

2. Leadership style

A: Mentoring, facilitating, nurturing B: Entrepreneurial, innovative, risk taking C: No-nonsense, aggressive, results oriented D: Coordinating, organizing, efficiency oriented

3. Management of employees

A: Teamwork, consensus, and participation B: Individual risk taking, innovation, freedom, and uniqueness C: Competitiveness and achievement D: Security, conformity, predictability

4. Organizational glue

A: Loyalty and mutual trust B: Commitment to innovation, development C: Emphasis on achievement and goal accomplishment D: Formal rules and policies

5. Strategic emphasis

A: Human development, high trust, openness B: Acquisition of resources, creating new challenges C: Competitive actions and winning D: Permanence and stability

6. Criteria for success

A: Development of human resources, teamwork, concern for people B: Unique and new products and services C: Winning in the marketplace, outpacing the competition D: Dependable, efficient, low cost

Score firstly for “current” and then for “preferred”. The scoring is then summed across A, B, C and D for each category: Type A style indicates a Clan culture Type B style indicates an Adhocracy culture Type C style indicates a Market culture Type D style indicates a Hierarchy culture The scores are plotted on the chart to show the differences between ‘current' and “required”' and hence guides actions to close these gaps.

Current Preferred





A: Loyalty and mutual trust B: Commitment to innovation, developmentC: Emphasis on achievement and goal accomplishmentd: Formal rules and policies





2. Leadership style



StyleCategory





A: Loyalty and mutual trust B: Commitment to innovation, developmentC: Emphasis on achievement and goal accomplishmentd: Formal rules and policies





2. Leadership style



StyleCategory Current Preferred

HIERARCHY

CULTURE

MARKET

CULTURE

CLAN CULTURE

ADHOCRACY CULTURE

Flexibility and Discretion

Inte

rna

l Fo

cus

an

d I

nte

gra

tio

n

Stability and Control

Ex

tern

al F

ocu

s an

d D

iffere

ntia

tion

40

80

120

160

200

240

240

200

160

120

80

40

240

40

80

120

160

200

40

80

120

160

200

240

Action

CLAN CULTURE STOP? START? CONTINUE

Flexibility and Discretion

Inte

rna

l F

ocu

s a

nd

In

teg

rati

on

Stability and Control

Ex

tern

al F

ocu

s an

d D

iffere

ntia

tion

ADHOCRACY CULTURE STOP? START? CONTINUE?

HIERARCHY CULTURE STOP?

START?

CONTINUE?

MARKET CULTURE STOP?

START?

CONTINUE?

What’s the match or mismatch between your own leadership colours and your organisation’s required

colours?

GREEN

CULTURE

A very friendly place to work

where people share a lot of

themselves. Leaders are

mentors, or parent figures.

Lots of loyalty and tradition.

High commitment. Very into

people development, cohesion,

and morale. Teamwork,

participation, consensus

YELLOW

CULTURE

A dynamic, entrepreneurial, creative

place to work. People take risks.

Leaders are innovators and risk-

takers. The glue is a commitment

to experimentation and

innovation. Long-term emphasis

on growth and leading edge.

Encourages individual

initiative and achievement

BLUE

CULTURE

A very formalised and structured

place to work. Procedures

govern what people do. Leaders

are good coordinators and

organisers. Maintaining a smooth

running organisation is most

critical. Long-term is about

stability and performance.

Emphasis on dependability

RED

CULTURE

A results-oriented organisation.

Major concern is getting the job

done. People are competitive

and goal-oriented. Leaders are

hard drivers, producers and

competitors. An emphasis on

winning. Success is about

market share and reputation.

Hard-driving competitiveness.

A Good SMT / Governors Decision-Making Checklist!

CHECK FOR GROUPTHINK

Were there dissenting opinions? Were they explored adequately?

CHECK FOR SELF-INTERESTED BIAS

Reason to suspect the decision-maker(s) of

errors motivated by self-interest?

CHECK FOR SELF LOVE

Have we fallen in love with our own proposal?

CHECK FOR SALIENCY BIAS

Could we be overly influenced by

memories of past success?

CHECK FOR CONFIRMATION BIAS

Are credible alternatives included along with the recommendation?

CHECK FOR AVAILABILITY BIAS

What information was available, and

what was missing?

CHECK FOR ANCHORING BIAS

Do you trust where these numbers came

from?

CHECK FOR HALO EFFECT

Any assumption that a person, organisation or approach successful in one area will be successful in another?

CHECK FOR OVERCONFIDENCE

Is the base case overly optimistic?

CHECK FOR DISASTER NEGLECT

Is the worst case bad enough?. Has

there been a ‘pre-mortem’?

CHECK FOR LOSS AVERSION

Are we being overly cautious?

CHECK FOR TRUTH TO POWER

Are we telling people what we think

they want to hear?

Based on “Before You Make That Big Decision” – Kahneman,

Lovallo, Sibony - Harvard Business Review June 2011

SWOT – So What? Option Generation from the SWOT

What options are apparent when putting together strengths and

opportunities?

What options are apparent when putting together weaknesses

and opportunities?

What options are apparent when putting together weaknesses

and threats?

What options are apparent when putting together strengths and

threats?

Weaknesses

Opportunities

Strengths

Threats

The Strategic Choice Dilemma

To perfect or to explore? Strategy traps for businesses Knut Haanaes - Senior Partner, Boston Consulting Group London 2015

Which Value Discipline Should We Excel At?

Treacy & Wiersema The Discipline of Market Leaders

Blue Ocean Strategy

Kim & Mauborgne, INSEAD Business School

A New Value Curve….


Cirque Du Soleil….


Creating a New Value Curve


Our Purpose: To connect people to what’s important in their lives through friendly, reliable and low-cost air travel

Our Vision: To become the world’s most loved, most

flown and most profitable airline

What are your versions of these for your department/ college? Have a go at

creating them after today!

The Clarity Pyramid

Our Purpose

and Vision

Our Success

Measures

Our Strategic

Aims

Our Behavio

urs

Why we exist and where

we are heading

The plan that will get us there

How we will know if we ARE getting there

What we will need to be like to get us there

1. Why do we exist?

2. What is our vision / goal?

Where are we heading?

3. Who do we (really) serve?

4. Where will we play? Where

won’t we play?

5. What’s our core strength?

6. What’s our core score?

7. How will we need to behave

to achieve our vision/goal?

Documents

Leading Wales Development Programmelearning.gov.wales/docs/learningwales/publications/161007-module3... · So in what ways is your organization ... the external trends that will affect