With the dynamics of organizational and business life constantly changing are there key elements or attitudes that seem to be found in those businesses that continually tend towards success? 

What’s their Strategy?

Moving from “Strategic Planning” to“Strategic Thinking”

Challenges of present strategic planning processes today

Framed by an environment that continues to change, sometimes quite rapidly

Does this lead us to focus on strategic thinking at all levels of organizational life?

1. Discuss some elements of a successful strategy for being a great organization

2. Apply these, and some of your own elements, to create a strategy plan

Share all relevant information Explain your reasoning and intent Test assumptions and inferences Use specific examples and agree on what

important words mean Be open to different perspectives Combine advocacy with inquiry Focus on interests, not positions Discuss un-discussable issues Keep the discussion focused Represent only my opinion and or view

Right People ◦ Right people on the bus◦ Leadership – level 5: humility & will◦ Emotional Intelligence

Right Mission and Culture - discipline◦ Energizing mission and core ideology◦ Disciple of people, thought, action - alignment◦ Stockdale paradox – brutal facts & yes we can◦ Triple convergence – best at, strong passion, targeted

use of resources◦ perserve the core & grow learning/experimentation

Right choices ◦ Flywheel – build the momentum – crest the hill◦ Decision making processes – ability to choose

wisely Acting upon the choices

◦ Hedgehog concept – staying focused on being the best

◦ Risk management◦ Ability to implement – move from theory to

action◦ Problem solving◦ Right use of technology

Level Five Leadership – humility and will

Right people on the bus

Emotional Intelligence – self awareness, self regulation, motivation, empathy, social skills

Sustained professional development

Disciplined People Disciplined Thought Disciplined Action

Focused on greatness to last………..core Stockdale principle – brutal reality & yes

we can

Building on strengths and opportunities Minimizing, reducing the weaknesses and threats Being realistic about expectation

IMAPCT OF MISSION – A Sound Stewardship/Mission Model = Being clear about: Who we are (your mission/vision) What we do (your program) How we do it (your structure/operations and funding)

Environment Awareness = Knowing: Where we are in the environment (church and society) How we got there Where we want to go next

What is your company attempting to achieve? (Strengths/Opportunities)

What is to be preserved – already have and worth keeping? (Strengths and Opportunities) including product lines, services, approaches, diversity of product?

What does your company or team want to avoid? (Weaknesses and Threats)

What does team want to eliminate – present threats and weaknesses? (Weaknesses and Threats)

Verifying key stakeholders and audience Who are the key stakeholders? What are the needs of these

stakeholders? What challenges do our key

stakeholders present? What opportunities do our key

stakeholders present?

The ability to produce value - social and religious:

Using a unique asset (such as, a strength that no other similar organization in your field/area has) and/or

By having outstanding execution (such as, being faster or less expensive, or having better service, than other, similar organizations in your field/area).

Core values are beliefs that sustain the work and mandate

They are guides that focus our work- it is what we hold as critical to our sense of individual and corporate identity.

Businesses should be intentional in identifying why something is a core value and how working/acting in such a way will be a comparative advantage to the work of the company.

Comparative advantage is the ability to produce value (have an impact, make a difference, fulfill mission):

◦ Using a unique asset (such as, a strength that no other similar organization in your area has) and/or

◦ By having outstanding execution (such as, being faster or less expensive, or having better service, than other, similar organizations in your area).

 

 Examples of Asset Advantages Better program design leading to better

outcomes Unique attributes of programs/services such as

linguistic/cultural capacity An accessible location or network of locations A robust, diversified funding base that provides

flexibility and stability Great name and reputation among constituents Powerful partnerships

Lower costs to funders or customers Greater efficiency in delivering

programs/services per dollar spent Faster delivery of programs/services—such

as, no waiting for service Sound marketing and communications that

raise visibility and awareness

The Strategy Screen is about determining value based criteria to guide future strategic and operational decisions, creates awareness of what is important to the company and how well various options line up (aligned) with the values.

It creates consistency and intentionality to make choices that are conscious.

Screen must meet financial, quality, and customer criteria

Place the organization as a leader!

Mission Desired Impact Who we serve Who we partner with Core values Competitive Advantage Strategy screen – planning criteria

 What services and products What is to be preserved? What is our passion……best in the world? What is to be omitted? What threats or challenges in

keeping/dropping present products/services Challenges of technology? Web 2.0 and the

future………

For which groups/markets/etc: What is to be preserved? What is to be omitted? What threats or challenges in keeping/dropping present products/services

Challenges of technology? Web 2.0 and the future………

What are our assumptions? What are our activities What are our resources What are our outputs What is the desired short term results What is the impact we desire?

Insights you gained? Challenges? Opportunties?

What are the key elements of your organizational strategy?