Moving Beyond Help: Transforming Yourself into Writing Corporate Strategy

Moving Beyond Help:Moving Beyond Help:
Transforming Yourself intoTransforming Yourself into
Writing Corporate StrategyWriting Corporate Strategy
Philadelphia Metro Chapter- STCPhiladelphia Metro Chapter- STC
5th Annual Conference5th Annual Conference
March 17, 2007March 17, 2007
Penn State/Great ValleyPenn State/Great Valley
Donn R. DeBoardDonn R. DeBoard

Donn DeBoard March 17, 2007Donn DeBoard March 17, 2007Moving Beyond Help - Transforming Yourself into Writing Corporate StrategyMoving Beyond Help - Transforming Yourself into Writing Corporate Strategy 22
About the PresenterAbout the Presenter
 21 years in information development in a21 years in information development in a
variety of media (paper, online help, CBT)variety of media (paper, online help, CBT)
 M.S., Technical and ScienceM.S., Technical and Science
Communications,Communications,
Drexel University/Philadelphia, PADrexel University/Philadelphia, PA
 M. Ed., Instructional Systems,M. Ed., Instructional Systems,
Penn State University/Great Valley, PAPenn State University/Great Valley, PA
 Senior Information Developer,Senior Information Developer,
Vertex, Inc./Berwyn, PAVertex, Inc./Berwyn, PA
 Senior PMC member (since 1986)Senior PMC member (since 1986)

About my familyAbout my family
 My family:My family:
 SueSue
 Sarah,Sarah,
age 12 ¾age 12 ¾
 FrannyFranny

What About You?What About You?
 Share a little aboutShare a little about
yourself.yourself.
 Share your reasonsShare your reasons
for coming to thisfor coming to this
conference? Anyconference? Any
first-timefirst-time
attendees?attendees?
 Share yourShare your
expectations forexpectations for
this session.this session.

AgendaAgenda
 What is Strategy?What is Strategy?
 Types of strategyTypes of strategy
documentsdocuments
 Mapping yourMapping your
current skills tocurrent skills to
strategy writingstrategy writing
 Unique issues inUnique issues in
strategy writingstrategy writing
 Strategy, peopleStrategy, people
and changeand change
 What’s your story?What’s your story?
 Key questions forKey questions for
youyou
 Think strategicallyThink strategically

Strategy in ChessStrategy in Chess
 Strategy is a planStrategy is a plan
and is generallyand is generally
long term.long term.
 Focus of all efforts:Focus of all efforts:
capture orcapture or
checkmate thecheckmate the
other player’s king.other player’s king.

Tactics in ChessTactics in Chess
 Tactics are moreTactics are more
situational with shortsituational with short
term, specific threats.term, specific threats.
 Open, middle, and endOpen, middle, and end
game: Each hasgame: Each has
specific steps andspecific steps and
purpose.purpose.
 Focus of all efforts:Focus of all efforts:
increase situationalincrease situational
advantage at eachadvantage at each
stage of game.stage of game.
 Checkmate king:Checkmate king:
Fulfilling goal ofFulfilling goal of
strategy.strategy.

Corporate strategy: future focusedCorporate strategy: future focused
 A compass to guide allA compass to guide all
activitiesactivities
 How an organization:How an organization:
 Contributes to greaterContributes to greater
good of localgood of local
community and thecommunity and the
worldworld
 Views itself forViews itself for
posterityposterity
 Measures successMeasures success

““Practical Dreaming”Practical Dreaming”
• Creating an idealCreating an ideal
future that adds valuefuture that adds value
to world through highto world through high
payoff results (Rogerpayoff results (Roger
Kaufman, p. 41.)Kaufman, p. 41.)
• Strategic themes:Strategic themes:
“Best possible ABC“Best possible ABC
company” with corecompany” with core
activities (Porter, p.activities (Porter, p.
2.)2.)
• Separate Results fromSeparate Results from
MeansMeans

Who makes strategy decisions?Who makes strategy decisions?
 No strategicNo strategic
planning process –planning process –
(50+%) CEO leads(50+%) CEO leads
upper-upper-
management.management.
 Strategic planningStrategic planning
process (39%) -process (39%) -
CEO alone leads.CEO alone leads.
 CEOs (66%)CEOs (66%)
indiate thatindiate that
leaders in strategyleaders in strategy
reside in chiefreside in chief
strategy officer orstrategy officer or
strategy group.strategy group.
 No consensus.No consensus.
 (The McKinsey(The McKinsey
QuarterlyQuarterly survey -survey -
July and August 2006)July and August 2006)

Strategy Overview:Strategy Overview:
Top Down ProgressionTop Down Progression
 Vision (Ideal viewVision (Ideal view
of organization/of organization/
world)world)
 Organization’sOrganization’s
mission or purposemission or purpose
 StrategicStrategic
objectives forobjectives for
realizing visionrealizing vision
 Tactical objectivesTactical objectives
realizing missionrealizing mission

Strategy Overview:Strategy Overview:
Top Down Progression (continued)Top Down Progression (continued)
 Operational objectivesOperational objectives
for internal clientsfor internal clients
(process and(process and
procedures)procedures)
 Needs assessment toNeeds assessment to
identify gaps betweenidentify gaps between
Ideal, Organizational,Ideal, Organizational,
and Operational levelsand Operational levels
 Tactics or solutions forTactics or solutions for
delivering internal anddelivering internal and
external resultsexternal results
(Kaufman pp. 41, 42)(Kaufman pp. 41, 42)

Different Types ofDifferent Types of
Strategy DocumentsStrategy Documents
 Vision documentVision document
 Ideal (Societal view-Ideal (Societal view-
new world to benew world to be
created)created)
 Engage a broad baseEngage a broad base
of diverseof diverse
stakeholdersstakeholders
 ““Blue sky” thinkingBlue sky” thinking
 Describes ends, notDescribes ends, not
means.means.
 What your companyWhat your company
wants to bewants to be

Vision and MissionVision and Mission
Statements of Westin HotelsStatements of Westin Hotels
 VisionVision
 Year after year,Year after year,
Westin and itsWestin and its
people will bepeople will be
regarded as theregarded as the
best and mostbest and most
sought after hotelsought after hotel
and resortand resort
management groupmanagement group
in North America.in North America.
 MissionMission
 Our Mission mustOur Mission must
be to exceed thebe to exceed the
expectations of ourexpectations of our
customers, whomcustomers, whom
we define aswe define as
guests, partners,guests, partners,
and fellowand fellow
employees.employees.

Vision and MissionVision and Mission
Statements of VertexStatements of Vertex
 VisionVision
 Together we aspire toTogether we aspire to
become a globalbecome a global
organization thatorganization that
invents the future andinvents the future and
makes a trulymakes a truly
meaningful differencemeaningful difference
in the world. Ourin the world. Our
Vision is to becomeVision is to become
the kind of companythe kind of company
others only dream of.others only dream of.
 MissionMission
 To enable theTo enable the
emergence of a globalemergence of a global
tax network andtax network and
improve theimprove the
performance of taxperformance of tax
administrationadministration
processes for theprocesses for the
benefit of ourbenefit of our
customers andcustomers and
worldwide enterprise.worldwide enterprise.

Strategy Documents (continued)Strategy Documents (continued)
 Strategy documentStrategy document
 Organizational viewOrganizational view
(outputs delivered to(outputs delivered to
external customers)external customers)
 More concrete, butMore concrete, but
still high levelstill high level
 How your companyHow your company
intends to realizeintends to realize
visionvision

Sample Strategy StatementsSample Strategy Statements
 General ElectricGeneral Electric
 To become theTo become the
most competitivemost competitive
enterprise in theenterprise in the
world by beingworld by being
number one ornumber one or
number two innumber two in
market share inmarket share in
every business theevery business the
company is in.company is in.
 Apple ComputerApple Computer
 To offer the bestTo offer the best
possible personalpossible personal
computingcomputing
technology and totechnology and to
put that technologyput that technology
in the hands of asin the hands of as
many people asmany people as
possible.possible.

Strategy Documents (continued)Strategy Documents (continued)
 ImplementationImplementation
plan/roadmapplan/roadmap
 Operational viewOperational view
(products delivered to(products delivered to
internal customers –internal customers –
teams or individuals)teams or individuals)
 Engage allEngage all
stakeholders forstakeholders for
implementationimplementation
 How your companyHow your company
implements strategyimplements strategy
 Very granularVery granular

Mapping your current skill setsMapping your current skill sets
to strategy writingto strategy writing
 Audience analysisAudience analysis
 ResearchResearch
 Purpose andPurpose and
languagelanguage
 IntellectualIntellectual
curiositycuriosity

Audience AnalysisAudience Analysis
 Current focus:Current focus:
 External technicalExternal technical
peoplepeople
 Internal technicalInternal technical
peoplepeople
 Sales peopleSales people
 Focus in Strategy:Focus in Strategy:
 Internal marketingInternal marketing
analystsanalysts
 Enterprise processEnterprise process
analystsanalysts
 Project managementProject management
analystsanalysts
 Upper management orUpper management or
CXO level staff (DriveCXO level staff (Drive
decision-making)decision-making)
 Board level peopleBoard level people

ResearchResearch
 TechnologyTechnology
requirementsrequirements
 ProcessProcess
requirements @requirements @
product or systemproduct or system
levellevel
 System HW/SWSystem HW/SW
requirementsrequirements
Focus in Strategy:Focus in Strategy:
 CompetitiveCompetitive
advantageadvantage
 Business modelsBusiness models
 Workflow/processWorkflow/process
requirements @requirements @
Enterprise levelEnterprise level
 Culture withinCulture within
organizationorganization

Purpose and languagePurpose and language
 To inform, instruct orTo inform, instruct or
educateeducate
 Simple/concise textSimple/concise text
 ““Just the facts”Just the facts”
 Judging (good vs. bad,Judging (good vs. bad,
preferred vs. not)preferred vs. not)
 Sequential flow inSequential flow in
day-to-day processesday-to-day processes
 To persuade or winTo persuade or win
allegiance to an ideaallegiance to an idea
by painting a vividby painting a vivid
picturepicture
 Tell a storyTell a story
 Softer w/more jargonSofter w/more jargon
 More sensingMore sensing
 Creates a overarchingCreates a overarching
framework – bigframework – big
picturepicture

Comparing TechnicalComparing Technical
to Strategic Writingto Strategic Writing
 TechnicalTechnical
 The Super ABC productThe Super ABC product
from XYZ Companyfrom XYZ Company
generates clean energygenerates clean energy
using a new wind-basedusing a new wind-based
R1000 micro-technologyR1000 micro-technology
scheme.scheme.
 This scheme provides aThis scheme provides a
cost-effective transitioncost-effective transition
process to renewableprocess to renewable
energy sources.energy sources.
 How to implement theHow to implement the
Super ABC product.Super ABC product.
 StrategicStrategic
 XYZ company will be theXYZ company will be the
leader in renewable energyleader in renewable energy
in the local and worldwidein the local and worldwide
community (Vision).community (Vision).
 New services can expandNew services can expand
our support of existing andour support of existing and
new green products.new green products.
 Our focus for customersOur focus for customers
shifts from energyshifts from energy
depleting to renewabledepleting to renewable
energy products.energy products.

Intellectual curiosityIntellectual curiosity
 Learn quicklyLearn quickly
 Adapt quickly toAdapt quickly to
changechange
 A new or betterA new or better
software tool orsoftware tool or
revised processrevised process
 Generally has moreGenerally has more
tactical applicationstactical applications
 To be passionateTo be passionate
about what the nextabout what the next
big trend is.big trend is.
 Why trend isWhy trend is
importantimportant
 How to master itHow to master it
 ContinuousContinuous
improvementimprovement
 (ITSMA E-Zine(ITSMA E-Zine
December, 2006,December, 2006,
page 2.)page 2.)

Unique issues in strategy writingUnique issues in strategy writing
 Capturing the spirit ofCapturing the spirit of
abstract concepts inabstract concepts in
concrete terms – veryconcrete terms – very
briefly.briefly.
 Document analysisDocument analysis
and development timeand development time
for strategy teamfor strategy team
members is short.members is short.
 May involve only one-May involve only one-
to-one discussionsto-one discussions
 More relaxed editorialMore relaxed editorial
issues (No standardsissues (No standards
per se).per se).

SummarySummary
 Clear, focusedClear, focused
writingwriting
 ConsistencyConsistency
 ClarityClarity
 Visual formattingVisual formatting
for clarity (e.g.for clarity (e.g.
headings, bullets)headings, bullets)
 Logical, organizedLogical, organized
flow of informationflow of information

Strategy, people, and changeStrategy, people, and change
 Appreciative inquiry –Appreciative inquiry –
Enterprise wideEnterprise wide
 Seeing positive potentialSeeing positive potential
and seeking to understandand seeking to understand
 When used with strategicWhen used with strategic
planning process,planning process,
appreciative inquiry helpsappreciative inquiry helps
a company find its successa company find its success
stories.stories.
 Discovery (collectingDiscovery (collecting
stories)stories)
 Visioning (Sharing stories)Visioning (Sharing stories)
 Design (Identifying storyDesign (Identifying story
themes) (Corning.)themes) (Corning.)

Strategy, people, and changeStrategy, people, and change
 Appreciative inquiry –Appreciative inquiry –
Individual 1-to-1Individual 1-to-1
 Valuing personalValuing personal
connectionsconnections
 Connecting with peopleConnecting with people
1-to-11-to-1
 Enable positive changeEnable positive change
 Valuing participantsValuing participants
 ““What works best?”What works best?”
 ““What do we want moreWhat do we want more
of ?”of ?”
 Reducing differencesReducing differences
 Reducing anxiety (Fauvre.)Reducing anxiety (Fauvre.)

What’s Your Story?What’s Your Story?
 Group introductionsGroup introductions
 Name, company, andName, company, and
rolerole
 Briefly describe anyBriefly describe any
job where you workedjob where you worked
on strategy-relatedon strategy-related
projectsprojects
 Other pertinent detailsOther pertinent details

Key Questions for youKey Questions for you
 What is yourWhat is your
company’scompany’s
strategy?strategy?
 Who develops it?Who develops it?
 How do you relateHow do you relate
to those people?to those people?
 Compare skill sets:Compare skill sets:
 Common skillsCommon skills
 ComplementaryComplementary
skillsskills

Think strategicallyThink strategically
 Offshoring – 1 in 9 ofOffshoring – 1 in 9 of
all US jobs could beall US jobs could be
outsourcedoutsourced
(Kroll and Bardhan,(Kroll and Bardhan,
UC Berkley, 2003.UC Berkley, 2003.
Murphy,Murphy, IntercomIntercom
p. 4.)p. 4.)
 Be a strategicBe a strategic
collaborator.collaborator.
 Articulate value.Articulate value.
 Keep skills current.Keep skills current.
(Murphy,(Murphy, IntercomIntercom,,
p, 5.)p, 5.)

New Voice of BusinessNew Voice of Business
 New organization forNew organization for
business people tobusiness people to
make a proactive,make a proactive,
positive difference inpositive difference in
core issues of our timecore issues of our time
 EnergyEnergy
 EconomyEconomy
 Emerging Role ofEmerging Role of
BusinessBusiness
 www.newvoiceofbusiness.orgwww.newvoiceofbusiness.org

Questions and Comments?Questions and Comments?
 I hope you haveI hope you have
found this sessionfound this session
useful.useful.
 Thanks for yourThanks for your
participation in theparticipation in the
session.session.
 Questions orQuestions or
Comments?Comments?

If You WantIf You Want
to Contact Meto Contact Me
 You are welcomeYou are welcome
to contact me withto contact me with
questions andquestions and
comments.comments.
 donn.deboard@donn.deboard@
vertexinc.comvertexinc.com

For More InformationFor More Information
 Corning, Susan. “Strategic StorytellingCorning, Susan. “Strategic Storytelling
with Appreciative Inquiry,”with Appreciative Inquiry,”
http://www.kaiser.net/articledetail.cfm?http://www.kaiser.net/articledetail.cfm?
article_ID=56article_ID=56..
 Engardio, Peter, and Kerry Capell, JohnEngardio, Peter, and Kerry Capell, John
Carey, and Kenji Hall. “Beyond the GreenCarey, and Kenji Hall. “Beyond the Green
Corporation,”Corporation,” Business WeekBusiness Week. January 29,. January 29,
2007.2007. http: //www.businessweek.com/http: //www.businessweek.com/
magazine/content/07_05/b4019001.htm?magazine/content/07_05/b4019001.htm?
chan=searchchan=search..

 Fauvre, Marvin. “Problem SolvingFauvre, Marvin. “Problem Solving
Was Never This EasyWas Never This Easy
(Transformational Change Through(Transformational Change Through
Appreciative Inquiry)”Appreciative Inquiry)” PerformancePerformance
Improvement QuarterlyImprovement Quarterly, Volume 45,, Volume 45,
Number 9, October 2006, pp. 22-30.Number 9, October 2006, pp. 22-30.

 Harmon. Paul. “How CEOs Think.”Harmon. Paul. “How CEOs Think.”
BPTrendsBPTrends, December 12, 2006., December 12, 2006.
Vol. 4, Number 21.Vol. 4, Number 21.
 IT Services Marketing AssociationIT Services Marketing Association
(ITSMA) E-Zine, “Marketing’s New(ITSMA) E-Zine, “Marketing’s New
Mindset: an Interview withMindset: an Interview with
Foghound’s Lois Kelly.” December,Foghound’s Lois Kelly.” December,
2006.2006.

 Kaufman, Roger.Kaufman, Roger. MegaPlanning: PracticalMegaPlanning: Practical
Tools for Organizational Success,Tools for Organizational Success, SageSage
Publishers. “Critical Success Factors forPublishers. “Critical Success Factors for
Strategic Thinking that Works,” January 8,Strategic Thinking that Works,” January 8,
2003. h2003. http://ttp://
media.wiley.com /product_data /excerpt/media.wiley.com /product_data /excerpt/
30/07879650/ 0787965030.pdf.30/07879650/ 0787965030.pdf.
 Lantz, Gerry. Stories that Work. StrategicLantz, Gerry. Stories that Work. Strategic
Storytelling.Storytelling.
http:// www.storiesthatwork.com/videohttp:// www.storiesthatwork.com/video
/strategic.html./strategic.html.

 Murphy, Michelle. “ProtectingMurphy, Michelle. “Protecting
Yourself from Offshoring.”Yourself from Offshoring.”
IntercomIntercom, Vol. 54, No. 2, February, Vol. 54, No. 2, February
2007, pp. 4-7.2007, pp. 4-7.
 New Voice of Business,New Voice of Business,
http://www.newvoiceofbusiness.orghttp://www.newvoiceofbusiness.org..

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