The document describes a new approach to strategic planning called "prototyping alternative futures". It involves:
1) Gathering a small group of knowledgeable stakeholders to discuss potential futures for the organization through asking questions about new products, customers, or ways of delivering value.
2) Developing "prototypes" - tangible but incomplete representations of these potential futures through techniques like sketches, diagrams, or conceptual models.
3) Discussing each prototype to understand how it might operate and be funded in order to gain consensus more efficiently than traditional analytical strategic planning methods. The goal is to tap intuition and creativity to identify new strategic directions for the organization.
Make the right choices to create a winning strategy by Kenneth MikkelsenKenneth Mikkelsen
What makes good corporate strategy? Kenneth Mikkelsen interviews Roger Martin, Dean of Rotman School of Management about his book Playing to Win: How Strategy Really Works.
Consulting start-ups provide tremendous support to companies and assist them across various fields such as business strategy, manufacturing and supply chain, sales and marketing, human resources, and so on. These companies have to tackle many challenges, since they cater to a variety of fields.
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
Make the right choices to create a winning strategy by Kenneth MikkelsenKenneth Mikkelsen
What makes good corporate strategy? Kenneth Mikkelsen interviews Roger Martin, Dean of Rotman School of Management about his book Playing to Win: How Strategy Really Works.
Consulting start-ups provide tremendous support to companies and assist them across various fields such as business strategy, manufacturing and supply chain, sales and marketing, human resources, and so on. These companies have to tackle many challenges, since they cater to a variety of fields.
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
. Higher model quality and explainability lead to better business results the challenge for organizations is in how we build and operationalize higher quality, trusted AI models faster and more efficiently.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Recent research shows that companies engaging in quarterly goal-setting processes are almost four times more likely to be at the top of their industry compared with those utilizing an annual planning cycle. Find out how these high-performing organizations build strategic-thinking frameworks and incorporate regular goal-setting, giving them the flexibility to adjust their plans as circumstances change or new information arises. Go beyond the yearly plan and see how to think more strategically within the rhythm of your day-to-day responsibilities. Leave with a set of practical steps you can take to help your organization accomplish its goals.
What makes a new business venture successful? This paper outlines the key questions every entrepreneur should ask and have answers for before they launch a new venture.
Developing Strategy Statements - an easy DIY frameworkW. Henry Yaeger
Most organizations don’t have a coherent strategy: they fail to articulate what they want to achieve, the domain in which they will operate, and the factors that will contribute to their success
The following presents a DIY framework building on the Strategy Statement concept as presented in an Harvard Business Review article titled “Can You Say What Your Strategy Is?” by D.J. Collis and M.G. Rukstad
This presentation covers basic concepts of Default Gateway, DNS Server and Subnet Mask. We will also discuss how an L3 (or IP) packet is converted to an L2 (or Ethernet) frame.
. Higher model quality and explainability lead to better business results the challenge for organizations is in how we build and operationalize higher quality, trusted AI models faster and more efficiently.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Recent research shows that companies engaging in quarterly goal-setting processes are almost four times more likely to be at the top of their industry compared with those utilizing an annual planning cycle. Find out how these high-performing organizations build strategic-thinking frameworks and incorporate regular goal-setting, giving them the flexibility to adjust their plans as circumstances change or new information arises. Go beyond the yearly plan and see how to think more strategically within the rhythm of your day-to-day responsibilities. Leave with a set of practical steps you can take to help your organization accomplish its goals.
What makes a new business venture successful? This paper outlines the key questions every entrepreneur should ask and have answers for before they launch a new venture.
Developing Strategy Statements - an easy DIY frameworkW. Henry Yaeger
Most organizations don’t have a coherent strategy: they fail to articulate what they want to achieve, the domain in which they will operate, and the factors that will contribute to their success
The following presents a DIY framework building on the Strategy Statement concept as presented in an Harvard Business Review article titled “Can You Say What Your Strategy Is?” by D.J. Collis and M.G. Rukstad
This presentation covers basic concepts of Default Gateway, DNS Server and Subnet Mask. We will also discuss how an L3 (or IP) packet is converted to an L2 (or Ethernet) frame.
This presentation talks about the shift in the product manager role based on several key outside trends: agile software development techniques, cloud / saas, and user experience/design.
We are proud to announce our 34th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Examples of conscious integration of learning organization principles into Marketing are scarce. We’re just starting to acknowledge that we’re behind other organizational functions in our learning process.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
Get a jump on your competition by understanding the strategic marketing framework process and produce a Growth Playbook to keep your marketing effort on track. Download our whitepaper, Growing Strategically for all the details.
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Similar to Strategy prototyping leap into the future look around (20)
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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2. 2
In small- or medium-size businesses, these decisions are often explored in informal
discussions, at the end of busy days or at periodic retreats or “blue sky meetings”, if at all.
Strategic decision making in smaller companies may not be as high a priority as fulfilling
orders, sales, and operational efficiency. Some decisions might be considered as
strategic, when they really aren’t. New hires that stem from growth, investing in new
equipment, changing vendors are decisions that will help an organization grow, to be
sure, but they don’t really involve new forays of thinking about products, markets and
processes.
In larger organizations, the problem isn’t so much developing direction—coming up with
new strategies is a major C-Suite’s function-- but making certain that everyone in the
organization shares a consistent strategic mental model. The challenge is to gain
alignment not only in what the organization will do to grow or change, but how it will be
done. Developing consensus across any organization is a significant, ongoing and well-
documented implementation test. As Collis and Rukstad lament in “Can You Say What
Your Strategy Is?” (Harvard Business Review, April 2008),
Leaders of firms are mystified when what they thought was a
beautifully crafted strategy is never implemented…They fail to
appreciate the necessity of having a simple, clear, succinct strategy
statement that everyone can internalize and using as a guiding light
in making difficult decisions.
Despite the challenges large and small companies face in answering questions of growth
and change, a strategic direction which provides a clear picture of the future is still
essential. What kind of strategic planning process best matches the need to be nimble,
innovative, and conceptually clear and, at the same time, ensures buy-in and
consistency?
What Can Help? A New Way Of Thinking
Corporations have strategic planning departments staffed by analysts who work with top
executives to develop direction. The more traditional approach used in business is to
develop plans that are highly analytical and data-driven, producing projections and
measurable consequences which eventually serve as targets for success. Based on
these analytics, executives choose a direction which appears to have the most potential
for success. For example, a widget manufacturer contemplating new products might
analyze the current market, the competitors, and, using assumptions embodied in a
quantitative model, create objectives for a new product to achieve. In a way, success is
calculated, and if it is achieved in reality, it is a “win”. The emphasis here is on being right
about the choice made by removing or accounting for as many elements of risk as
possible. This process incorporates the familiar “SWOT” analysis (Strengths, Weaknesses,
Opportunities, Threats) which turns these attributes of an organization into quantitative
concepts.
In recent years, corporations have seen the need to become more innovative more
often and more quickly to compete successfully. As a result, insightful and
entrepreneurial ideas using technology and different business models designed to
intentionally disrupt the marketplace have become highly successful. These new ways of
thinking about business direction are based on more than analytical thinking and
quantitative models. These new developments—for example, the emergence of a
completely new music industry, the spawning of new businesses based on digital
3. 3
photography, even the creation of for-profit higher education to name only a few—are
the result of inspiration, creativity and vision. Successful corporations are finding it critical
to leap to new idea development, transforming these into new market directions rapidly
and aggressively. In this approach, there are no guaranteed successes; failure is viewed
as a cost of learning and an opportunity to try again from a new perspective.
This shift in thinking opens a whole new way to approach strategic planning for all
organizations. Frankly, the analytical SWOT-type approach doesn’t fit a smaller, resource
constrained business or larger organizations in a hurry to remain competitive. The danger
to strategic thinking in any organization is becoming hamstrung in volumes of analysis.
Instead, organizations need a process that captures the energy and commitment of
executive, managers, employees and even board members, a process that lends itself to
holistic thinking, intuition, resourcefulness, making sense and creativity and builds
consensus at the same time. As Daniel Pink points out in A Whole New Mind:
What is in greatest demand today isn’t analysis but in synthesis,
recognizing patterns, crossing boundaries to uncover hidden
connections and making bold leaps of imagination.
This approach to strategy adds another important dimension to organizations: speed.
Instead of a year-long process, “bold leaps of imagination” and the subsequent
discussions and planning that result can literally take a few weeks. As Malcolm Gladwell
describes in Blink, “Decisions made very quickly can be every bit as good as decisions
made cautiously and deliberately.”
What process makes sense for organizations in dynamic markets? What would put
intuition to work? What would allow stakeholders in these organizations to tap into the
organization’s identity and history and project it forward? How can consensus be gained
efficiently? We believe a way to capture these ideas is through prototyping alternative
futures.
The Prototyping Approach: From The Back Of A Napkin To Strategic Plan
A prototype is an early expression of an idea. Prototypes are sketches with deliberately
few or no details, high level conceptual models that demonstrate how an idea can
work; a prototype is a tangible, concrete representation. So, in a sense, a prototype is a
working model that can be set in motion, examined, not in the abstract, but by
conceptually looking at actual operations that are easy to grasp.
In prototyping strategies, the future of an organization can be described and illustrated
using a variety of techniques. Regardless of the form the prototype takes, it represents a
relatively clear view of what the organization can be. When there are multiple
prototypes representing a range of options, stakeholders can view and discuss each one
in terms of how it might operate, who it might serve, how it will be funded, etc.
Discussing a prototype is different than discussing an idea or even an intention. While a
prototype isn’t complete, it does present a shape, something to speak to with a higher
level of detail and clarity than an idea or table of numbers. In addition, a prototype has
trace persistence, that is, it lasts longer in people’s minds than an idea mentioned in a
discussion, and it resides in descriptive, tangible visual form on a flip chart illustration or
diagram.
4. 4
In organizations, these prototypes are developed by working with key stakeholders in a
meeting setting. This prototype development group needs to be small, knowledgeable
about the organization and its market, and with a certain sense of the organization’s
history. This discussion may be stimulated by a facilitator asking such questions as:
If we keep doing what we do now, how will we be successful? How will we
know?
What else—new products/services-- could we do to add value to our current
customers? What makes the most sense, based on who we are?
What if we took what we do very well now and approach new customers? What
would that look like?
What if we brought new products/services to new customers? What and who
could they be?
What if we delivered what we do differently? What would that look like?
Other kinds of questions are possible, depending on the type of organization. Input from
others not at the table can be gathered in a discussions or surveys before this core group
meeting. The point of this discussion is to express ideas that these informed groups—and
involved stakeholders--already have, unspoken and even unconscious ideas about how
the organization can grow. When these intuitive ideas are tapped in a systematic way,
prototypes of the future emerge.
For example, in working with a non-profit organization, a core group of staff and board
members said one future prototype would be to do exactly what it is doing now, only
better, with improved processes and outcome measures. That concept had been on
the minds of many people in the organization, and now it had found expression in a
prototype. After discussion of what other demographics the organization can serve, it
became clear that there were ideas of taking the organization’s processes and
duplicating them elsewhere with a new audience. Finally, the group proposed that the
organization could add collaborative processes with other charitable organizations as a
new service to repertoire, becoming yet a third prototype of the future.
A financial services company used a different approach. Instead of having a core
group develop alternative prototypes, the Chief Executive Officer was able to literally
draw pictures of three different directions the organization could take. This became the
core of a series of discussions with the executive group, which resulted in agreement on
a direction. Detailed planning followed.
This process also accommodates creative, out-of-the-box ideas as well as the more
predictable. Any idea is fair for building into a prototype as it will be tested and filtered
through the lens of feasibility and alignment with the organization’s mission as the process
moves to the next phase.
When these prototypes are complete, the process shifts to testing and vetting with a
larger audience of stakeholders. That group could mean a board of trustees, selected
executives, or the next line of management. The process in this forum is to present each
prototype in turn and ask for reactions in a highly structured way: “What do you
like?””What else could we do here?”, and “What questions does this raise?” In discussing
each simple question in turn for each prototype, a consensus begins to emerge. The
prototypes themselves change into more refined forms; ideas are added, aspects of
different prototypes clearly become favored or discounted. The group process shifts to
5. 5
looking at what it would take to pursue the two or three directions that have emerged.
A different set of questions is used to bring the idea down to a more tactical reality:
“What assumptions have we made?” “What do we know and not know about how this
will work?”
Strategy prototyping as described here has its conceptual roots in the Scientific Method.
The scientific process capitalizes on the reservoir of knowledge in a particular field; skilled
and knowledgeable researchers, intimately and holistically familiar with this knowledge
base, generate working ideas and hypotheses by asking what-if questions. These
hypotheses can be tested for veracity or effectiveness in a rigorous way.
Similarly, in developing a strategy prototype, a knowledgeable core group can posit
different business models or even variations of a model and project the impact of these
on cost, effectiveness, risk, resources, donor base and the like. The result is a sense of
what might work and what unknowns still need to be answered. In a sense, a strategy
prototype is like a “mind experiment” of trying on alternatives and assessing results.
When a set of prototypes are analyzed, the core group comes to agreement on a sense
of direction, based on what models are most appealing at this early stage. The process
goes on to exploring what it would take to put the ideas to work.
Implementation Planning: The Next Step Is Tactical
Once general directions—based on discussion of the prototypes--are identified through
this process, tasks groups are formed around key planning questions that need to be
answered:
Does the direction match and reinforce our current mission?
What’s the best way of doing this?
What capabilities do we need to add or develop to actually do this?
What would make this worth doing? Would benefits outweigh risks?
What would be the ultimate impact of this work on our mission?
Task groups work in parallel over a matter of weeks on answering these implementation-
oriented questions. For example, one task force might look at what an “improvement of
existing processes” would take to put to work. Another would identify steps needed to
“form strategic alliances”. Each task force would have to create a set of
recommendations for the core group to consider. It is helpful for each implementation
team to consider variations on how it strategic initiative might look. For example, the
collaboration team might consider three different models of alliances—leadership, client
or partner. They can then test each in terms of capabilities, value to the organization
and impact. In this way, the prototyping concept—creating rough sketches of how the
end might look—can help focus and clarify the choices being considered in tactical
implementation planning.
What is interesting is that these recommendations are not primarily about direction, but
tactical implementation. Annual plans and objectives for each initiative can be
immediately put to work. So, these plans become an agenda for the board and
management to monitor on a regular basis. The strategic plan becomes a living, working
concept which is brought forward and used to guide everyday activities.
6. 6
What Prototyping Strategies Does
Using a prototyping approach gives stakeholders in organizations a sense of urgency
and control over the strategic planning process. The process is designed to stimulate
and leverage intuition and creativity, producing a series of increasingly more refined
models. Ideas are described in concrete terms; obstacles and opportunities can be put
into motion, tested and their impact envisioned and imagined. There is still an important
place for analysis and quantitative thinking in the planning process, when decisions have
to be made about how, why and what results should be expected.
The prototyping approach offers a timely and robust vehicle for any organization to
reach for the future. Because of the need for conceptual clarity and alignment, the
process is designed to optimize consensus and open discussion, ensuring that the ideas
and directions developed through this process are implemented as planned. The
execution of the strategic plan on a regular, weekly basis through programs, projects
and processes is the ultimate test of success. When the process is designed to promote
understanding, support and buy-in, enthusiastic and compliant execution is much more
likely.
References
David J. Collis and Michael G. Rukstad, “Can You Say What Your Strategy Is?”, Harvard
Business Review, April 2008.
Malcolm Gladwell, Blink, Back Bay Books, 2005
Daniel Pink, A Whole New Mind, Riverhead, 2005
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