Most strategies (90%) have minimal or no impact. Why? Because most so-called strategies:
1. Aren’t actually strategies
2. Cannot be understood by the majority of stakeholders
A major problem in most cases is the ‘linguistics’ of the strategies.
The OpenStrategies system addresses the taxonomy, syntax and semantics of strategies; in other words; what do the strategy words mean, how should they be logically strung together and what do strategic sentences actually mean?
The OpenStrategies system is built on the logical sequence of what organisations actually do i.e.: ‘Organisations run projects that produce results and enable people to use them to create benefits’ (PRUB).
Validating strategies is a subset of the overall OpenStrategies system for collaboratively developing, validating, implementing and performance managing (including ‘realising benefits’) of large-scale, multi-stakeholder, multi-topic strategies.
defines the causalities between projects, their subsequent results, their necessary uses and their consequent benefits, all linked together in the form of substrategies (i.e. “is the strategy logical?”)
requires compelling cause-and-effect-evidence on the links in the substrategy to confirm that the strategy is genuinely doable (i.e. “will the strategy work?”)
requires confirmation that the value of the benefits exceeds the combined costs of the projects and the uses (i.e. “is the strategy worth it?”)
So validating strategies is a simple yet profoundly powerful tool for guiding projects to produce results that will genuinely be used to create benefits. In effect, validating strategies is a succinct and powerful tool for driving benefits realisation via end-users and their uses.
In his webinar presentation to the APM, on 14th August, asked attendees to “Explain the difference between evidence and data.” The audience responses were excellent and can be viewed at: http://bit.ly/slidevalstrat
Phil Driver http://nz.linkedin.com/pub/phil-driver/2/2a9/367 has degrees in physics, applied science and mechanical engineering and has managed teams of engineering researchers running substantial projects in food processing, agricultural engineering and aquaculture before moving into the commercialisation of science and technology for companies and industry sectors.
This led to his facilitation of large scale, multi-stakeholder technology-investment strategies in complex environments which morphed into facilitating the development, validation and implementation of strategies in any environments and on any scale.