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Meaningful strategy
Donald Ritchie, Strategy and Impact Advisor,
NCVO
Meaningful strategy 1 (NCVO Annual Conference)
Meaningful strategy 1 (NCVO Annual Conference)
About today’s workshop
• What is strategy?

• NCVO’s 10 Big Strategy Decisions

• The importance of process

• Time for you to explore a couple of the 10 Big Decisions
Meaningful strategy 1 (NCVO Annual Conference)
What is Strategy?
Strategy is …
A package of big picture and long term decisions that
•   Are driven by vision and mission
•   Set future direction for the organisation as a whole
•   Are outward looking
•   Focus on impact
Good strategy is …
•   Aspirational – the best decisions on the evidence at the time
•   Ambitious, but grounded in internal and external realities
•   Coherent – resolving any tensions between sets of decisions
•   Practical – leading to joined-up operational decisions
•   Agreed and owned by the key people involved
•   Well communicated – understood by your main audiences
A strategy is not a plan
•   Strategy sets out big decisions over a period of years
•   Plans set out how those decisions will be implemented
•   Strategy tends to be shorter and more aspirational, whilst plans
    tend to be more detailed and fixed

Also … strategy is not inflexible
• It learns from experience and responds to external change
A good way to think about strategy …
… is backwards

   Inputs               Outputs             Impacts



Then you can plan shorter-term implementation forwards


  Inputs         Activities       Outputs        Impacts
There is a hierarchy of strategy decisions
1. ‘Why’ decisions – come first as they drive all of the other decisions
2. ‘What’ decisions – about the work that you will and won’t do
3. ‘How’ decisions – key choices that frame delivery
4. More ‘How’ decisions – about your ability to realise the strategy
Values in action
Choose one of your organisation’s core values, and think about:
  –   Examples of how that value is embodied in the work of your
      organisation
  –   What an outsider would make of your organisation without
      being told the value

Work in pairs: take 5 mins each to interview your partner


http://valuesandframes.org/handbook/
1. Values
                 10.                        2. Beneficiaries
            Improvements




 9. Resources                                               3. Impact

                               10 Big
                              Strategy
                              Decisions
     8.                                                    4. Activities
Communications                                              & Outputs




           7. Relationships                     5. Focus

                              6. Position
Why?
1. Values: your organisation’s beliefs & principles
 What are your values – about the world, and about how your
  organisation does things?

2. Beneficiaries: who or what your organisation benefits
 Who exactly are your beneficiaries?
 What needs do (and will) your beneficiaries have?
 Which of those needs are you best placed to meet?
Why?
3. Impact: the ‘change in the world’ you exist to achieve
 What actual difference will you make for your beneficiaries?

   This is the main driver for all of your other strategic decisions
What?

4. Activities / Outputs: the key work areas that deliver your impact
 What activities will you offer, to make the best progress towards
  achieving your desired impact?
    o   Don’t assume that what you have done before is still the best
        moving forwards
    o   Remember that strategy is big picture – resist operational detail

5. Focus: the tough choices that you make
 What will you not do?
 Is it realistic that you can deliver the remaining activities well?
How?
6. Position: how you differ from similar organisations
 What is special, different or unique about your organisation?

7. External relationships: your partners and competitors
 Which relationships will be key to delivering your strategy, which
  others will you need to manage, and what change is involved?

8. Communications: how you wish to be seen by others
 Who are your key audiences, and what messages do you want to
  get across to them?
How?
9. Resources: how your organisation will resource itself? And …
10. Improvements: to maximise your impact and be ‘fit for purpose’
 What funding will you need?
 What people, capabilities, skills and knowledge will you need?
 What systems, facilities and other resources will you need?
 What leadership, culture and ways of working will you need?

   How do these arrangements differ to what you have today … and
   so what needs to change?
Who exactly do you benefit?
Discuss as precisely as possible who your beneficiaries are
To help flesh that out you can think about for example:
   -   How many beneficiaries
   -   Where they are
   -   Why you support these ones (and not others)
   -   Who you don’t support
   -   Etc, etc

Work in pairs: take 5 mins each to interview your partner
Good process makes good strategy
Four stages of strategy making
1. Design and prepare the process: often undervalued – effort spent
   at this stage saves time down the line and makes for better results
2. Research and analysis: gather any evidence you need, analyse it
   and validate your findings (but note: findings are not decisions)
3. Options and decisions: generate options, carefully appraise those
   options, and then make your strategic decisions
4. Implementation: communicate the strategy to your key
   audiences, put it into action, and then review to keep it fresh
Who to involve, how much and when?
•   Involving your people in strategy making brings real benefits:
    –   It informs your choices and decisions
    –   It develops understanding
    –   It builds buy-in and commitment

•   There are two main factors in deciding who to involve:
    –   The people that are directly affected by decisions and/or likely to be
        involved in their implementation
    –   The culture of your organisation

•   Involving people at the right stage(s) of the process is important
Any final questions?
Thanks!
And do keep in touch …




✉   donald.ritchie@ncvo-vol.org.uk


http://www.ncvo-vol.org.uk/advice-support/strategy
Meaningful strategy 1 (NCVO Annual Conference)
Meaningful strategy 1 (NCVO Annual Conference)

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Meaningful strategy 1 (NCVO Annual Conference)

  • 1. Meaningful strategy Donald Ritchie, Strategy and Impact Advisor, NCVO
  • 4. About today’s workshop • What is strategy? • NCVO’s 10 Big Strategy Decisions • The importance of process • Time for you to explore a couple of the 10 Big Decisions
  • 7. Strategy is … A package of big picture and long term decisions that • Are driven by vision and mission • Set future direction for the organisation as a whole • Are outward looking • Focus on impact
  • 8. Good strategy is … • Aspirational – the best decisions on the evidence at the time • Ambitious, but grounded in internal and external realities • Coherent – resolving any tensions between sets of decisions • Practical – leading to joined-up operational decisions • Agreed and owned by the key people involved • Well communicated – understood by your main audiences
  • 9. A strategy is not a plan • Strategy sets out big decisions over a period of years • Plans set out how those decisions will be implemented • Strategy tends to be shorter and more aspirational, whilst plans tend to be more detailed and fixed Also … strategy is not inflexible • It learns from experience and responds to external change
  • 10. A good way to think about strategy … … is backwards Inputs Outputs Impacts Then you can plan shorter-term implementation forwards Inputs Activities Outputs Impacts
  • 11. There is a hierarchy of strategy decisions 1. ‘Why’ decisions – come first as they drive all of the other decisions 2. ‘What’ decisions – about the work that you will and won’t do 3. ‘How’ decisions – key choices that frame delivery 4. More ‘How’ decisions – about your ability to realise the strategy
  • 12. Values in action Choose one of your organisation’s core values, and think about: – Examples of how that value is embodied in the work of your organisation – What an outsider would make of your organisation without being told the value Work in pairs: take 5 mins each to interview your partner http://valuesandframes.org/handbook/
  • 13. 1. Values 10. 2. Beneficiaries Improvements 9. Resources 3. Impact 10 Big Strategy Decisions 8. 4. Activities Communications & Outputs 7. Relationships 5. Focus 6. Position
  • 14. Why? 1. Values: your organisation’s beliefs & principles  What are your values – about the world, and about how your organisation does things? 2. Beneficiaries: who or what your organisation benefits  Who exactly are your beneficiaries?  What needs do (and will) your beneficiaries have?  Which of those needs are you best placed to meet?
  • 15. Why? 3. Impact: the ‘change in the world’ you exist to achieve  What actual difference will you make for your beneficiaries? This is the main driver for all of your other strategic decisions
  • 16. What? 4. Activities / Outputs: the key work areas that deliver your impact  What activities will you offer, to make the best progress towards achieving your desired impact? o Don’t assume that what you have done before is still the best moving forwards o Remember that strategy is big picture – resist operational detail 5. Focus: the tough choices that you make  What will you not do?  Is it realistic that you can deliver the remaining activities well?
  • 17. How? 6. Position: how you differ from similar organisations  What is special, different or unique about your organisation? 7. External relationships: your partners and competitors  Which relationships will be key to delivering your strategy, which others will you need to manage, and what change is involved? 8. Communications: how you wish to be seen by others  Who are your key audiences, and what messages do you want to get across to them?
  • 18. How? 9. Resources: how your organisation will resource itself? And … 10. Improvements: to maximise your impact and be ‘fit for purpose’  What funding will you need?  What people, capabilities, skills and knowledge will you need?  What systems, facilities and other resources will you need?  What leadership, culture and ways of working will you need? How do these arrangements differ to what you have today … and so what needs to change?
  • 19. Who exactly do you benefit? Discuss as precisely as possible who your beneficiaries are To help flesh that out you can think about for example: - How many beneficiaries - Where they are - Why you support these ones (and not others) - Who you don’t support - Etc, etc Work in pairs: take 5 mins each to interview your partner
  • 20. Good process makes good strategy
  • 21. Four stages of strategy making 1. Design and prepare the process: often undervalued – effort spent at this stage saves time down the line and makes for better results 2. Research and analysis: gather any evidence you need, analyse it and validate your findings (but note: findings are not decisions) 3. Options and decisions: generate options, carefully appraise those options, and then make your strategic decisions 4. Implementation: communicate the strategy to your key audiences, put it into action, and then review to keep it fresh
  • 22. Who to involve, how much and when? • Involving your people in strategy making brings real benefits: – It informs your choices and decisions – It develops understanding – It builds buy-in and commitment • There are two main factors in deciding who to involve: – The people that are directly affected by decisions and/or likely to be involved in their implementation – The culture of your organisation • Involving people at the right stage(s) of the process is important
  • 24. Thanks! And do keep in touch … ✉ donald.ritchie@ncvo-vol.org.uk http://www.ncvo-vol.org.uk/advice-support/strategy

Editor's Notes

  1. Sample workshop