Strategy Formulation workflow
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See details about this diagram on LinkedIn: Strategy for Left-Brainers https://www.linkedin.com/pulse/strategy-left-brainers-mihai-ionescu/
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36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat MatrixStrategic Operating Model
Strategic Operating Model Management Consultant | Global Transformation and Change | Strategy Design | Consulting Skills Coach
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.What's hot (20)
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The Penta Model Short Description
The Penta Model is a reference cognitive model for selecting the
best Strategic Choices to position our business along the Where-to-Play and How-to-Win dimensions
of the Strategy.
Strategy Clockwork Short Description
The Strategy Clockwork is a management model connecting the dots of the key concepts, theories, and frameworks for managing the full cycle of the Strategy.
The Merger Endgame Revisited (Kearney, 2013).pdf
Published by Kearney in 2013. Authors: Jürgen Rothenbuecher, Joerg Schrottke, Sandra Niewiem
The Strategy Process
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
Strategy cycle, experimentation-driven, incremental, and adaptive
Read the description on https://bit.ly/strategy-cycle-not-linear ... STRATEGY IS A CYCLE, NOT A LINEAR PROCESS ... A good article recently published by Prof. Roger Martin highlights the incremental questions-driven process of designing a Strategy /*. But there are several important things to consider about this.
1. A cycle, not a linear process. All these question stages build on the previous ones' answers, and support us in asking the next questions. But they are part of a cycle, as the last answers in an iteration help us ask the first questions in the next iteration. It's both incremental and, most importantly, adaptive /**.
2. Happening in parallel, mutually-reinforcing zones. Iterative as it is, Strategy is not a single-zone process. There are multiple horizons for our Strategy that make it happen in parallel in multiple zones, which mutually support each other, as part of Strategy's incremental cycle process /***...
/* What Strategy Questions are You Asking?, Roger Martin | https://lnkd.in/dJa_MHsF | /** Adaptive Strategy, Corrective Execution
https://lnkd.in/dQMQa7Xp
Strategy Skunk Works
https://lnkd.in/d4etfjTU | /*** Don't Rely on a Single Strategy!
https://lnkd.in/de9S4hcT
Palladium K-N BSC Hall of Fame
Palladium K-N Balanced Scorecard Hall of Fame members, the organizations that have received the HoF award for their implementations of the XPP (Execution Premium Process), the Kaplan-Norton Balanced Scorecard framework.
Between 2004 and 2018, a total of 214 organizations in 42 countries and in 32 industries have received the Palladium K-N BSC Hall of Fame award. The full public record can be reached here:
https://bit.ly/hof-palladium
See the Kaplan & Norton Execution Premium Process (XPP) diagram at:
http://bit.ly/xpp-diagram-original
Integrated Design Thinking
The Design Thinking workflow, as imagined by Stanford d.school and IDEO, including the highlighting of the Jobs-to-Be-Done discovery. The second slide illustrates the integration of the Design Thinking workflow within the Playing-to-Win cascade process.
Five Steps for Strategy Formulation and Execution
The three questions that summarize Strategy:
1. Which Jobs to Be Done do we target? (Where to Play)
2. What Solutions would best help do those jobs? (How to Win)
3. Why can't we deliver those Solutions ... by tomorrow morning?
The latter is the strongest question of Strategy, because it tells us what required capabilities are we missing, or are not adequately configured, and what required activities can we not perform. Resulting from that, are the Strategic Gaps that we have to close. That's what we should focus on, as those gaps clarify for us the path from desire to action, and allow us to plan, perform and adapt the execution of our Strategy.
https://bit.ly/strategy-3-questions
Pivoting Capabilities
See the Pivoting Capabilities post on LinkedIn: https://bit.ly/pivoting-capabilities
Strategic Planning & Alignment workflows
See details about this diagram on LinkedIn: Strategy for Left-Brainers https://www.linkedin.com/pulse/strategy-left-brainers-mihai-ionescu/
EFQM Self Assessment Questionnaire
Typical example of EFQM self-assessment questionnaire, used to evaluate the approaches used in various organization processes.
BSC vs. EFQM - Metro do Madrid
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Planificarea Strategica a Guvernului
Exemple și formate ilustrative privind sistemul de Planificare Strategică a Guvernului (2016). Planșe utilizate (parțial) în emisiunea Money News TV cu același subiect: https://youtu.be/L20LyVnr-fA
Conditionare Moldova
Condiționarea obiectivată a împrumutului acordat de Guvernul Cioloș Moldovei. Detalii în articolul LinkedIn https://www.linkedin.com/groups/2332620/2332620-6099491641553412098
Strategic Business Model (SBM) Canvas
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http://issuu.com/home/statistics/publications/strategic_business_model_canvas_4da034c0e38aaf
Competitive Advantage Cycle
No Competitive Advantage can last forever. It is always transient. That is why, sooner or later, the committed quest for designing and building a Next Transient Competitive Advantage becomes of paramount importance for any business wishing to achieve or sustain its success in the future. The Competitive Advantage Cycle describes the evolution of companies and business lines from their Current Competitive Advantage to their Next & Future ones. When we move along the Competitive Advantage Cycle, our Strategic Focus is shifting, closing in sequence the Strategic Coherence Gaps for the Consecutive Strategic Destinations that we are aiming to reach. Access the PDF version of this document at: http://issuu.com/mihaiionescu7/docs/competitive_advantage_cycle and the associated video at: https://youtu.be/CMfT_Q89I-E
Strategic Objective's Status Calculation
The three cases for Objective's Status Calculation
A. Operational Objective's Status Calculation
B1. Strategic Objective's Status Calculation - Case 1 (Lead & Lag KPI Measures)
B2. Strategic Objective's Status Calculation - Case 2 (Driving & Driven Objectives)
For more information about these diagrams, read the LinkedIn Pulse article
'Strategic Objective's Status. How do we calculate it?'
https://www.linkedin.com/pulse/strategic-objectives-status-how-do-we-calculate-mihai-ionescu
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Strategy Formulation workflow
- 1. SUCCESS ASPIRATIONS BHAG MARKET FORCES PESTEL & P5F STRATEGIC CHOICES PENTA MODEL CURRENT STRATEGIC CHOICES TOP STRATEGIC GOALS 1.1 HYP 1.1.X IMPACT ANALYSIS STRATEGIC DESTINATION RELEVANT INFLUENCE FACTORS SELECTED STRATEGIC CHOICES MIX HYP 1.8.X HYP 1.2.X 1.2 HYP 1.3.X 1.3 2.1 GAP ANALYSIS CURRENT VS. SELECTED CHOICES HYP 1.5.X CORELATON ANALYSIS HYP 1.6.X MACRO TO MICRO FORCES STRATEGIC SCENARIOS SCENARIO PREDICTORS CLUSTER ANALYSIS HYP 1.7.X POSITIONING STRATEGIC GAPS MAPPING ANALYSIS HYP 2.1.X CAPABILITIES MAPPED ON CHOICES REQUIRED CAPABILITIES THREE HORIZONS OF GROWTH STRATEGIC HORIZONINDUSTRY CLOCKSPEED MAPPING ANALYSIS INDUSTRY UNCERTAINTY MARKET ADOPTION EXISTING CAPABILITIES GAP ANALYSIS INFLECTION POINTS DRIVERS 1.4 STRATEGIC COHERENCE GAPS STRATEGIC CHANGE AGENDA 1.5 STRATEGIC VISION 1.1 1.2 1.4 MAPPING ANALYSIS HYP 2.2.X HYP 2.3.X REQUIRES VS. EXISTING CAPABILITIES STRATEGIC GAPS TO INITIATIVES STRATEGIC INITIATIVES (MAJOR) MAPPING ANALYSIS HYP 2.4.X INITIATIVES TO RESOURCES FEASIBILITY VALIDATION I HYP 2.5.X QUALITATIVE CONSTRAINTS 2.1 REQUIRED RESOURCES (BULK) Yes No FEASIBILITY VALIDATION II HYP 2.6.X 2.1 Yes No QUANTITATIVE CONSTRAINTS EXECUTION CYCLES BREAK DOWN Strategic Planning 1.1 1.3 1.4 1.5 WORKFLOW PATH FEASIBILITY VALIDATION PATH STRATEGIC HYPOTHESES WORKFLOW OBJECT STRATEGIC ANALYSIS STRATEGY STATEMENT INPUT DATASET FEASIBILITY VALIDATION ANALYSIS SCOPE Strategy Formulation WORKFLOW JOBS TO BE DONE CUSTOMER EXPERIENCE CX PRODUCT PORTFOLIO HYP 1.9.X DESIGN THINKING ANALYSIS HYP 1.4.X © 2020 - Strategsys