Market testing & research is invaluable for making the right Strategic Choices. Same is the customer design process, focused on their Jobs-to-Be-Done and the possible solutions for them. How can we make informed choices if we are unaware of the trends and weak signals that anticipate the possible plausible futures for which we design our Strategy? How can we make those choices if we don't understand how good or bad may they be in each of the most plausible alternative Strategic Scenarios? Read mor about this in the LinkedIn post THE STRATEGY PROCESS https://lnkd.in/dxE2QukX

1. STRATEGIC
SCENARIOS
STRATEGY
FORMULATION
STRATEGY
EXECUTION
CHOICES
COMPASS
CAPABILITIES
FACTORY
GAPS CLOSING
SCHEDULER
OPERATIONS
CONNECTOR
ALIGNMENT
BREAKDOWN
FEASIBILITY
& VIABILITY
GATEWAY
PLANNING
BOARD
TRENDS
& SIGNALS
SPYGLASS
OSE
3
EXECUTION
PIT STOP
HYPOTHESES
TEST BENCH
SKUNK
WORKS
DESIGN
WORKS
OFFICE OF STRATEGY EXECUTION
IDENTIFY JTBD
CHALLENGES
TEST POSSIBLE
SOLUTIONS
OSM
OFFICE OF STRATEGY MANAGEMENT
2
4
5
1
6
10
7 8
9
STRATEGY
EXPERIMENTATION
PRODUCTS
EXPERIMENTS
CHOICES
EXPERIMENTS
I II
EXPLORE
CHOICES
The PreWork
Observe (in OODA)
Formulation Work
Orient & Decide (in OODA)
Execution Work
Action (in OODA)
STRATEGIC
CHOICES
PDCA Loop
The Strategy Process