3. The classical elements of a strategy process Strategic Analysis Analysis and reflections based on data and insight of what impacts the strategy External factors Internal factors Strategic change agenda (SWOT) Mission (Why we exist) Vision (What we want to be) Values (What’s important to us) Aspiration Strategize Strategic targets (How good?) Strategy plan (What to do?) Execution plan (When and who?) Execution, follow up and adjust Execute Mega trends in society Market and compe-titors Customer develop-ment Internal resources and capabili-ties Structure processes systems Share-holder or owner expecta-tions
5. Different approaches to strategy… ” Any intelligent fool can make things bigger and more complex. It takes a touch of genius – and a lot of courage – to move in the opposite direction ” - Albert Einstein The traditional ”prescriptive” approach The ”emergent” approach Rationale A systematised and deterministic process where analysis of the organisation, its performance and external environment leads to the formation of a rational, long-term plan. Strategy is unplanned, developing incrementally over time as a businesses actions adapt to a changing reality. Instead of meeting a premeditated plan, strategy evolves through a process of learning, adjustment and experimentation. Approach Systematic, step-by-step rational plan and execution in order to achieve financial results No mistakes are allowed Strategizing and implementation are ongoing parallel creative processes aiming at creating value Trial and error. Fail fast, fail cheap… External Static view on external factors Everything is changing Internal Top-down approach Control is everything Bottom-up approach Control is an illusion Involved… Expert driven, involving only CXO’s (and external consultants) Managers and employees at multiple organisational levels have a key input
6. Strategic leadership: What is the key issue? “ Great leaders are very self-confident people with extraordinary capacity to make decisions when other people crumble! ” John Kotter, professor at Harvard Business School ” The challenge for future leaders?- how to get every mind into the game! ” Jack Welch Former CEO of GE
7. Strategic leadership? What to do exactly? Strategic Analysis Aspiration Strategize Execute Prescriptive Emergent Organizing and mastering the data –using business insights and customer knowledge to define the right strategic agenda Building capacity for strategic thinking in the organization. Design the strategy process in which people can contribute with ideas and knowledge Develop the arguments and communicate the ambition and targets. Leaders are the visionary experts! Create meaningfulness Build a sense of citizenship. Involve many in developing the aspiration. Coordinate and facilitate the process. Invite for broad participation. Facilitate the search of positive deviances – and the translation of strategy into relevant level. The guiding coalition. A small group of key persons who make most of the decisions. Define goals, initiatives and execution plan Continuous process: Define experiments and small wins. Check-in rather than check-out. Being present and in dialogue. Facilitate progress and communicate process. Linear plan: Follow up on milestones, communicating results, allocate resources.
8. Contact information Anders Birch, Management Consultant Focus on implementation of strategy, change and organizational development in both private and public sectors. Anders is an experienced management consultant who also has practical management experience from the telco business, with responsibility for group strategy, efficiency and process improvements and strategic procurement. Mobile: + 45 53 39 40 20 E-mail: [email_address] Twitter: http://twitter.com/AndersBirch2800 LinkedIN: http://dk.linkedin.com/in/andersbirch