The document outlines a new approach to strategic planning that emphasizes real-time decision-making and dialogue among senior managers, moving away from traditional, rigid planning cycles. It stresses the importance of preparing for uncertainties and engaging all levels of the organization to foster innovative thinking and informed decision-making. A practical process framework is introduced to assess contexts, develop strategies, and monitor performance to navigate future challenges effectively.

1. Strategy Planning and Executing with Future ScenariosImproving decision making and strategic paths to creating the futurePart 2 - A Process Framework1

2. What do we mean by strategy?2

3. 3What do we mean by strategic thinking?Grundy 1994

4. The traditional strategy process cycle...4“Most companies have an annual cycle of strategic planning reviews...”- however -“...strategies are rarely made in conference rooms but are more likely to be cooked up informally and often in real time.”McKinsey Quarterly – Tired of Strategic Planning? Henry Mintzberg : The Rise and Fall of Strategic Planning

5. Creating a new cycle and approach5How do we transform the traditional approach into conversations and dialogue that prepare senior managers for real-time strategy making

6. 6“The ability to learn faster than your competitors may be your only sustainable competitive advantage.”Arie de Geus

7. So what then is the purpose?The tools of conventional strategic analysis are still required– however – they have another purpose7“We do this so that we have prepared minds.”Extracted from “Creating Strategy in an unknowable Universe”. - Eric D. Beinhocker. HBS Working Knowledge series

8. What then is the purpose?8“...to provide the context for making real-time decisions and to help deal with all the uncertainties they know will come their way...”“...the point is not predicting the future...but a learning exercise to prepare for a future that was inherently uncertain.”This shift in perspective implies a rethinking and redesign of the strategy process and the outcomes it needs to deliverExtracted from “Creating Strategy in an unknowable Universe”. - Eric D. Beinhocker. HBS Working Knowledge series

9. A successful approach willFacilitate in-depth discussion and debate among key decision makers

10. Create a forum in which decision makers are intensely aware of the key strategic issues – and spend adequate time understanding them

11. Be driven by facts and analysis – not opinions – and based on well researched preparation prior to strategy conversations

12. Have decision makers fully engaged in the preparation of contextual information

13. Use separate decision making forums – to avoid overburdening the strategy process with short term budgets and targets

14. Maximise engagement and participation across the organisation – both top-down and bottoms-up9build “prepared minds” - challenge assumptions - increase innovativenessSet the context for the design and delivery of a portfolio of initiatives