STRATEGY STRUCTURE

GOALSCLARIFY CURRENT STATE

THINK ABOUT THE FUTURE

Day 1

Day 2

G O A L SCLARIFY

CURRENT STATE

THE FUTURE OF THIS TEAM

Day 1

Day 2

R O A D M A P

VISION

TARGETS

EXPLORE A DIFFERENT DEPARTMENT

THE ROAD AHEAD

D AY 1 P R E S E N T

[ S T R AT E G Y ] ( N O U N )

1. strategy is the set of planned actions managers take to help a

company meet its objectives.

!2. an organization's plan for success - the collection of intentional

decisions a company makes to give itself the best chance to thrive

and differentiate from competitors. That means every single

decision, if it is made intentionally and consistently, will be part of

overall strategy.

[ S T R AT E G Y ] ( N O U N )

1. strategy is the set of planned actions managers take to help a

company meet its objectives.

!2. an organization's plan for success - the collection of intentional

decisions a company makes to give itself the best chance to thrive

and differentiate from competitors. That means every single

decision, if it is made intentionally and consistently, will be part of

overall strategy.

H! do we diff"entiate?

[ S T R AT E G Y ] ( N O U N )

V I S I O N M I S S I O N C U LT U R E

”BUILD-A-VISION”

TA R G E T S

D E PA R T M E N T T E A M S E C T I O N I N D I V I D U A L

D AY 2 F U T U R E

S T R U C T U R E

1. to picture in the mind; imagine

[ E N V I S I O N ] ( V E R B )

not s#ve!

- NO SECTIONS - ONLY 1 PRODUCT CALLED DSA* - SAME AMOUNT OF PEOPLE - SAME VISION & GOALS

You are all still part of the management team.

Set up a structure to organize, divide work,

meet and run the department!

6 0M I N U T E S

* Dynamic Service App

G O A L SV I S I O N

I D E A STA R G E T S

G I V E N

W H AT I S T H E M O S T I M P O RTA N T T H I N G T O D O T H E N E X T M O N T H F O R T H I S

G R O U P T O S U C C E E D ?

U N O R D E R E D O R D E R E D

C O M P L I C AT E DC O M P L E X

S I M P L EC H A O S

Sense > Analyse > Respond

Sense > Categorize > Respond

Probe > Sense > Respond

Act > Sense > Respond

Known causality (obvious) Predictable Repeatable Best practice

Knowledge causality (experts) Cause & effect not evident Many solutions Good practice

Retrospective causality (experiment) Unpredictable outcomes Emergent practice Fail safe experiments

Incoherent causality (stabilize) No cause & effect seen Enter for innovation, otherwise stabilize Novel practice

D I S O R D E RE F F E C T I V E N E S S

M A T T E R SE F F I C I E N C Y

M A T T E R S

C Y N E F I N

YES!C O N C O R D A N C E

P R O L O G U E C H A N G E

Culture = habits of a group that form over time due to rewards. What do we reward?

50% of initiatives fail - how will we win?

Who has something to loose? How will they act? What will others gain in return?

What are we up against - power, budgets, incentives & rewards, routines, jobs?

Persuasion, negotiation, laws and force - all political methods to make change happen. Neither is very effective.

by

MICHAEL ROZENBERG

For more info please contact me on Twitter on @mrozenberg. For the facilitators guide accompanying this slide deck please visit michaelrozenberg.se/media