Organizational performance is often driven by pure zeal and inspirational extracts or strategy constructs for competitive advantage. The 3Ds of discussion, decision and development form a trilogy in strategy formulation, with the component of decision loop as key element, in competitive environment. This paper explains the meaning, correlation and application of discussion, decision and development as constituents of organizational strategy formulation in a competitive environment. The paper employs the Chamberlain’s theory of strategy, a blend of other major theories, to construct the means, drive, process and mechanisms for effective competitive strategy for organizational performance. The story and secret behind the famed Mercedes-Benz three-pointed star emblem as symbol for competitiveness provides a working analogy for the 3Ds of strategy as competitive construct. The paper establishes that organizational leadership triplicity could spar away decision loops to survive and progress in competitive environment. A simulation exercise is designed for participants of a Policy, Strategy and Leadership Course to apply knowledge and skills of the 3Ds of strategy.

1. 3Ds OF STRATEGY:
DISCUSSION, DECISION AND DEVELOPMENT
BY
TANKO AHMED fwc
Senior Fellow (Security & Strategic Studies)
Research Directorate, NIPSS, Kuru – Jos, NIGERIA

2. A Lecture Delivered to the Participants of the
NIPSS Policy, Strategy and Leadership Course 26
on Wednesday, 17 May, 2017

3. Narrative of the Mercedes-Benz Three-
Pointed Star

4. Prologue
• Organizational performance is often driven by pure
zeal and inspirational extracts or strategy constructs
for competitive advantage.
• The 3Ds of discussion, decision and development
form a trilogy in strategy formulation, with the
component of decision loop as key element, in
competitive environment.
• This paper explains the meaning, correlation and
application of discussion, decision and development
as constituents of organizational strategy formulation
in a competitive environment.

5. Some Illustrations
• Strategic formulation will help you fully
uncover your available options, set priorities
for them, and define the methods to achieve
them – Robert J. McKain (n.d.)
• Strategy formulation is an initial or ongoing
process of perceiving new position or
opportunities which should be embedded in
organizations.
– Harvard Business Review Blog Network (n.d.)

6. INTRODUCTION
“Create with Heart: build with the Mind.”
– Criss Jami (2015)

7. Background
• Dimensional expressions are designed to project
combinational power of related elements put
together as formidable driving force of activities.
• The 3Ds of strategy – discussion, decision and
development – suggest a strategic construct or
format for strategy formulation.
• The story and secret behind the famed
Mercedes-Benz three-pointed star emblem as
symbol for competitiveness provides a working
analogy for the 3Ds of strategy as competitive
construct.

8. General Literature
• Literature on strategy related issues, including
formulation, has experienced advancement and
spread from classical military operations to
contemporary organizational studies and practice
(Mitchell, 1996; Acur & Englyst, 2006; Li, Guohu & Eppler,
2008; Bordean, et al. 2010).
• Strategy formulation skills and philosophy aim at
uplifting, emboldening and expanding the capacity
and frontier of organizational leadership (Acur &
English, 2006; Li, Guohu & Eppler, 2008; Bordean, et al. 2010).
• Presently, the venture of systematic planning and
execution found in strategy formulation are deemed
as attributes of middle and higher senior executives
of organizations (Ahmed, 2017).

9. Specific Review
• Specific works expound on thinking phases and
generic approaches for organizational strategy
formulation including assessment and success criteria
for organizations (Acur & Englyst, 2006; Li, Guohu & Eppler,
2008).
• Others demonstrate and review literature on how to
make strategy formulation works for organizations
and investigate the application of strategy
formulation to organizations as part of contemporary
challenges and opportunities to leadership (Bordean, et
al. 2010).
• In totality these views summed up the argument as
well as the need for strategy constructs in strategy
formulation.

10. Theorem
• Triadization or threesome association as seen in
belief systems, conceptualizations, events or
processes has been an ageless as well as
universal perception mode and a combinatorial
thrust in describing complexity of issues and in
determining hypotheses.
• The theory of complex systems reflects on how
relationships between parts give rise to the
collective behaviors of a system, and how the
system interacts and forms relationships with its
environment (Henshaw, 2009).

11. Theoretical Framework
• The Chamberlain’s Theory of Strategy establishes the
use of strategy construct accommodative to
combination of factors, like the notion of 3Ds of
Strategy as discussion, decision and development.
• It explains that strategy operates in bounded domain
in coherent focus and basic direction on broad paths.
• It proposes that strategy can be deconstructed into
elements, each addressing basic direction along
channels of influence in deliberate or emergent
manner.
• This paper adopts the combinational trend in
Chamberlain’s theory of strategy as its framework of
discourse.

12. Problem Statement
• The use of constructs in strategy formation
facilitates strength and clarity of thought which
very critical in strategic thinking, planning and
management.
• Combination of concepts or elements can come in
various content and context as long as they produce
meaningful purpose.
• The 3Ds of Strategy captured in discussion, decision
and development are sufficed for a strategy
construct.
• This paper aims to bring meaning, explanation and
application of the 3Ds of Strategy within the context
of the power of triplicity.

13. Points of Discourse
1) Conceptualizations of key terms;
2) Understand the power of triplicity
in the 3Ds of strategy
3) The 3Ds of strategy in strategy
formulation, and
4) Conclusion

14. CONCEPTUAL DISCOURSE

15. Strategy Construct
• Construct, in philosophy, is an ideal object which
existence depends on subject in the mind; and in
scientific theory, a hypothetical or explanatory
variable in scientific theory (Bunge, 1974).
• It is a concept created for the purpose meaning that
strategy construct is deliberately designed and built
to drive the process of strategy formulation.
• Strategy construct comes out of broad aspirations and
set goals and objectives against which progress is
measure; the potential field available to play and not
play; how to win against the competitors; building
capabilities; and managing the environment
necessary for operation (Martin, 2010)

16. 3Ds of Strategy
• The 3Ds of strategy is a strategy construct combining
discussion, decision and development as unified force for
driving strategy formulation.
• Discussion involves the exchange of ideas on steps to be
taken or decision towards attainment of set goals and
objectives; it facilitates and manages contribution of
stakeholders as they partake in proceedings (Eden, 1992).
• Decision is the choice, resolve or outcome for an action to be
taken. It is the critical stage in strategy formulation where
ideas are set for implementation.
• Development is the final stage in which decision is
implemented to affect change and move forward along the
path of set goals and objectives.

17. Decision Loop
• Decision loop or decision cycle is based on an ‘action
concept’ and phrase called OODA for Observe-Orient-
Decide-Act developed and applied to strategic level
military and business operations (Boyd, 1976 & 1995).
• An example of Decision Loop in action is seen at the
initial progression of the Gulf War 2 in which the
Coalition Commanders were always 2 to 3 days ahead of
Iraqi Forces.
• The Coalition Forces crossed bridges rigged by
explosives before they were blown up (Kelly & Booth,
2017).
• In this way the Coalition Forces defeated the Iraqis by
overwhelming their Decision Loop.

18. Competitive Environment
• Competitive environment is the dynamic internal and
external environment in which an organization
functions as well as competes within and without for
survival and progress (Mark, 2017).
• It includes all environmental factors that compete
with the organization’s functions, performance and
products.
• The knowledge and awareness of these factors and
how to response to them could determine the quality
and effectiveness decision making within an
organization.
• Competitive environment consists of not only direct
and indirect competitors but also processes like
regulatory elements and change in social and
technological trends (Redman, 2017).

19. Strategy Formulation
• Strategy formulation involves the articulation,
construction, conveyance, design, devising, drawing-
up, expression, interpretation, invention, origination,
preparation, and presentation of plans.
• It employs basic information, general situation, and
close examination of the environment.
• These aspects of strategy formulation are often
expressed as data synthesis, environmental scanning
and SWOT analysis, respectively as the tool-kit of
strategy formulation (Ahmed, 2017).
• The 3Ds of Strategy are strategy constructs as well as
baseline or foundation for processing strategy
formulation.

20. THE POWER OF TRIPLICITY IN
STRATEGY FORMULATION

21. The Trilogy of Discussion, Decision and
Development
• The 3Ds of strategy including discussion,
decision and development are better tested in
high octane competitive environment where
competing sides strive to overwhelm each
other’s decision loop or valley of decision.
• Discussions prelude good analysis and planning
for sound decision making leading to concrete
development in getting things done.
• Trilogies are powerful and ideal mind-sets
adapted as drivers to attainment of set goals or
objectives

22. The Power of Triplicity in the 3Ds of Strategy
• In the Scriptures, Valley of Decision depicts the final
place where God will defeat the gathering armies of
the world and pronounce judgement during the
Second Advent (Hitchcock, 1999).
• In Pitts (2016) Leadership Triplicity, competitive
survival and wining require that “… strategy must
become extraordinary to create a new mandate
that … will change how the game is played
altogether.” (p. 106).
• In all situations therefore, leadership must strive to
compete to be able to attain set goals and
objectives.

23. The Story and Impact of the Mercedes-
Benz Three-Pin Emblem
• The narrative behind the famed Mercedes-Benz
three-pin emblem relates the essence and power of
triplicity reflective of the 3Ds of strategy.
• It represents the automaker’s drive toward universal
motorization with its engines dominating the land,
sea and air outlining the company’s plan, strategy or
mobilization of its elements for world domination
http://thenewswheel.com .
• The Mercedes-Benz narrative clearly spells the
combinational power of strategic elements as seen in
the Chamberlain’s theory of strategy also applicable
to the understanding and of the 3Ds of strategy

24. THE 3Ds OF STRATEGY IN
STRATEGY FORMULATION

25. Developing Strategy
• Developing strategies is the essential step
between figuring out your objectives and
making the changes to reach them.
• Eden (1992) suggests that development of
strategy in organizations will be more effective if
seen and applied as predominantly social rather
than analytical process.
• Organizations are described here as ‘negotiated
order’ with planners as facilitators managing
inputs of stakeholders in decision making.

26. Expanse of the Competitive
Environment
• The competitive environment starts from the
immediate competing ideas and desires of
internal stakeholders handling the various
components that make up the functionability
of organizations.
• A recent study (Mack, 2017) has itemized
larger external sources of competition

27. Wider Sources of Competition
• Direct competitors in the same functions or
services;
• Indirect competitors not directly turning out same
products or output but competing for input
resources;
• Regulatory elements like laws, conventions and
government regulations, public demands or
ineffective policies; and
• Social and Technological trends including
knowledge, innovations, changes in technology and
the way people patronize or response to products
of organizations.

28. Strategy Formulation in a Competitive
Environment
• The expanse of the competitive environment
makes strategy formulation an onerous task of,
not only struggle for survival but also the
building and sustenance of capability for
progress in a highly challenging world of
competitiveness.
• Organizational leadership, including the
participants of the NIPSS-PSLC are therefore
faced with the ever rising tide of competition
from within and without the organizations they
strive to run successfully.

29. Testing the 3Ds of Strategy
• This is where strategy becomes extraordinary to
create a new mandate that will change how the
game is played altogether (Pitts 2016).
• The 3Ds of strategy are better tested in highly
competitive environment where competing
sides strive to overwhelm each other’s decision
loop or valley of decision.
• Discussions prelude good analysis and planning
for sound decision making leading to concrete
development in getting things done.

30. CONCLUSION

31. Summary
• The paper discusses how organizational
performance is driven by strategy constructs
for competitive advantage.
• The 3Ds of strategy - discussion, decision and
development – provide powerful trilogy in
strategy formulation, with the component of
decision loop as key element in competitive
environment.

32. Conclusion
• The story behind the famed Mercedes-Benz
three-pin star emblem as symbol for
competitiveness provides a working analogy
for the 3Ds of strategy as competitive
construct.
• The paper establishes that organizational
leadership triplicity could spar away decision
loops to survive and progress in competitive
environment.

33. Recommendations
• A Simulation Exercise is designed and
recommended for the Participants of the
NIPSS-PSLC programme.
• The Exercise will facilitate the application of
knowledge and skills on the 3Ds of Strategy.
• The Participants’ Groups are to Discuss,
Decide and Development possible
improvements on the recent Federal
Government New Economic Recovery Plan

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36. THANK YOU FOR VIEWING