Strategy Development Process

Dr. John Persico Jr.
https://www.youtube.com/watch?v=-GmBMxds7fo
Minnesota Consulting Alliance

Vision
The Components
for Success
Mission

 The primary purpose of strategic development is to
find and create both short and long-term
opportunities for your organization.
 These opportunities must provide value for your
stakeholders, customers and society.
 Organizations that provide value remain in
business and prosper.

Strategic Development
Strategic
Leadership
Strategic Design
Strategic
Implementation
Strategic Thinking

Strategic Development
Process
Strategic
Thinking
Strategic Leadership
Strategic
Design
Strategic
Implementation
•Ten Strategic Principles
•Eight Dimensions of Strategy
Value

Knowledge
of Variation
Vision
Coaches and Develops Others
Plans for Succession
Knowledge
of People
Knowledge
of Systems
Knowledge
of Theory
Strategic
Leadership
Pyramid
Charts the Course

Strategic Development:
Leadership
Leadership Identifies and
Removes Roadblocks to
Creating Value in the
Organization

Creativity/
Inspiration
Global Competencies
Critical Thinking
Knowledge
of Variation
Knowledge
of People
Knowledge
of Systems
Knowledge
of Theory
Strategic
Thinking
Pyramid
Identify and eliminate
pathologies or barriers

Pathological Thinking

Pathological Thinking
•Mindlessness
•Myths
•Fallacies
•Diseases
•Neuroses
•Addictions
•Mental Contamination

Mindlessness
•Black and white thinking
•Filtering
•Over-generalizing
•Mind-reading
•Fortune-telling
•Emotional reasoning
•Personalizing

Black and White Thinking
•Conservative vs. Liberal
•Open Door vs. Closed door
•Opportunity vs. Threat
•Best of Times vs. the Worst of Times
•Get it Done vs. Get it Right
• A Good Person vs. a Bad Person

Is Pathological Thinking
Inevitable?
What are your opinions? Can we avoid
mistakes of thinking that diminish our
ability to create realistic strategies that add
value?

Knowledge
of Variation
Future Trends
Knowledge
of Systems
Knowledge
of Theory
User Centered Design
Knowledge
of People
Whole Systems Approach
Strategic
Design
Pyramid
Understanding
Technical Social Systems

What are the roadblocks
to Value creation in an
organization?

Key Success Factors
•Directly impact the ability of your organization to achieve its mission
•May be internal or external factors and forces
•May be found at any level in the organization
External Factors Internal Factors

Core
Competencies
Opportunity Matrix
Key Product Lines and Services
Markets
New
Existing New
Existing

Implementation
Ten Strategic Principles

Cascading the Plan
Communicating Strategy and
Engaging Stakeholders
Knowledge
of Variation
Knowledge
of People
Knowledge
of Systems
Knowledge
of Theory
Strategic
Implementation
Pyramid
Building
Commitment
Managing Resources

Thinking and Design
Research Analysis
Knowledge/
Wisdom
Strategic
Opportunities

Strategic Principle # 1
The process of strategic development is as
important as the outcome!
•Strategy requires ongoing monitoring of the world
•Multiple perspectives not single viewpoints are essential
•Strategy development is an iterative process

The eight dimensions of strategic
development are all addressed !
•8 key dimensions
•Self-assessment and data are required
•The critical component is balance

Strategic development integrates marketing, HR,
finance, production, IT and all of the value
network of the organization into a systemic
whole!
•Development is cross functional
•Focus on key customers to achieve
integration
•Trust is a critical element of integration

Long range vision and values position the
organization for the future!
•Visioning is not prediction
•Values are both strategic and ethical
•Short term issues must balance long term goals
•Visions pull order out of chaos

Goals fit the vision and values of the
organization!
•You must identify the true value and meaning of
your business
•You must have an accurate theory of your business
•You must match your vision and values
•You must understand your critical success factors
and core competencies

Organizational buy-in must be developed!
•Vision, goals and values must be communicated
•The entire organization must be involved with
strategy
•All functions and personnel must have developed a
shared meaning and supporting agendas
•The organization becomes a strategic “fractal”

Accountability is explicit and time frames have
been developed!
•Accountability is about integrity
•Accountability is not a formula for assigning blame
•Data is required for realistic targets
•Milestones are clear and objective

Measures of success are clear!
•Terms and measures must be operationally defined
•Measures for status and for the future must be used
•Value is defined for customers and stakeholders
•The “unknown” and “unknowable” are a factor in success

Deployment has been adequately outlined!
•Plan for top down and bottom up deployment of
strategy and goals and values
•Practice “catch ball”
•Establish fallbacks where risks are great

The development process is continually critiqued
and improved!
•The PDCA discipline is practiced
•Time to learn from success and failure is built in
•Perfection is not an option
•Many trials and scenarios are run and developed

Thinking and Design
Research Analysis
Knowledge/
Wisdom
Strategic
Opportunities
•Ten Strategic Principles

Eight Dimensions of Strategy

Questions & Answers?
Thank You Very Much For Your Participation
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Strategy Development Process

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