It works in every situation, including YOURS. Whether it’s for a $1 billion business…A small local church in Kansas…A one-person freelancer…Or a corporate CEO…

1. How to stage a
INTERRUPTION
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

2. INTERRUPTION
It works in every situation,
including YOURS.
Whether it’s for a $1 billion business…
A small local church in Kansas…
A one-person freelancer…
Or a corporate CEO…
The way to start building an effective
strategy is the SAME and it’s simple.
In fact, the “how-to” list for a Strategic
Interruption actually only has one point--
Challenge Your Assumption Trail.
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

3. INTERRUPTION
You can do this quickly in
your head or on a NAPKIN!
The Assumption Trail…
 Every organization has one.
 Every non-profit has one.
 Every church has one.
I’ve developed several thousand strategies in my 25-year
career as a CEO Leader and I’ve found that most organizations
have 3 key assumptions that drive them into the future.
Those are the assumptions that must be challenged. If you do that, it will
create an interruption—the first step in developing an effective strategy.
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

4. INTERRUPTION
Are your assumptions correct?
Are you sure?
The goal is to interrupt your current
thinking about where you’ve been, are now,
and will be going. If you can confront
the possibility that your most cherished
assumptions are flawed, then you’re
headed toward developing good strategy.
If these assumptions are left unchallenged, it
will be very difficult to transform your “today” in
order to arrive alive in the future “tomorrow.”
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

5. INTERRUPTION
You’re only looking for 3 Key
Assumptions to Challenge!
Here they are:
Change
Customer
Competition
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

6. INTERRUPTION
CHANGE
For the future, what dangerous
changes do you assume could
never happen inside your
operating ecosystem?
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

7. INTERRUPTION
CUSTOMER
Are you assuming you could never
lose your biggest customer?
What would
happen if you
did lose it?
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

8. INTERRUPTION
COMPETITION
What damaging move could
your top competitor make that
you assume will never happen?
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

9. INTERRUPTION
Challenging assumptions
is
the best way to identify your
YELLOW CHAIRS.
What’s a yellow chair?
Click here to watch the short video.
Mark Affleck
Posted November 2013
http://www.yellowchairstrategy.com

10. INTERRUPTION
The Author
CEO Change Leader Strategist Issues & Crisis Manager
As CEO of YellowChair Strategy, he helps leaders transform
their organization to “survive today and thrive tomorrow.”
Mark Affleck
Posted November 2013
MARK AFFLECK
http://www.yellowchairstrategy.com