Every failure is preceeded by either a strategy error or an execution error. We can always control the strategy, we can’t always control the execution.
Spotting clear longer-term corporate objectives.
The overarching strategic objectives of your organization will define the specific transformation objectives. Although the corporate objectives are likely to be at too high a level to form transformation objectives themselves, they can help to identify where transformation is required. We help by helping executives listing the core longer-term objectives that define the approach to business over the next few years. The trick is to keep these objectives simple, balanced, yet comprehensive – written in a way that does not prescribe how they are to be achieved. Management guru Peter Drucker suggests that corporate objectives should cover eight key areas:
- Market standing – Market share, customer satisfaction, product range
- Innovation – New products, better processes, use of technology
- Productivity – Optimum use of resources, focus on core activities
- Physical and financial resources – Factories, business locations,finance, supplies
- Profitability – Level of profit, rates of return on investment
- Management – Management structure, promotion and development
- Employees – Organizational structure, employee relations
- Public Responsibility – Compliance with laws, social and ethical behaviour
Once the overarching strategy is developed it’s time for action!
How do we implement the strategy? It’s not hocus-pocus… it’s all about Focus. We use our SAP System.
Our Strategy Analysis Process (SAP) signature programs help clients clearly articulate and easily execute approaches that have immediate positive impact inspiring teams and leaders to work together to capitalize on opportunities that are aligned with the overal strategy. Using several analytic methods, innovation and design methods and rhythmnic discipline methods combined with a positive mind frame approach, SAP promotes creative thinking and collaborative disciplined action that generates the elusive discretionary effort from employees that all companies seek.
SAP: Analysis – Innovative Adaptation – Rhythm Discipline – Reflect
Strategic Analysis Observation (SAO) Starting from the beginning each company has a unique journey. Every company should do an environmental analysis (internal/external) of its current strategies and determine their effectiveness.
Strategic Innovative Thinking (SIT) – Analysis leads to formulating/adapting innovative new strategies. The innovation and design methods are utilized at this phase. Checking alignment of core values and strategies is best done at this stage.
Strategic Rhythm Discipline (SRM) – Making regular habits requires discipline. Discipline of rhythm is needed to truly evaluate the effectiveness of change. If the change does not work then re-evaluate and change again, but do not change the rhythm! The idea is to change the habit, not the rhythm!
Strategic Reflection (SR) – Observing the results or outcomes of the above changes and evaluating the alignment to the organizations mission, vision and values at this time will shape the organizations future actions.