1. Clarity on How to Win
Build a strategic logic that powers performance. Focus your energy and resources on the moves that matter most.
Define the core strategic triad:
Execute on strategy: Ensure the strategy shapes your resource allocation, investment, and leadership focus. "Adopt leading indicators not just tailpipe"
Build a strategic logic that powers performance. Focus your energy and resources on the moves that matter most.
- Align strategy with insights from across and beyond the enterprise. "If you're flying a plane look out the window not just at the instruments"
- Articulate and embed your Purpose and Mission as true decision-making beacons. "You can't analyse your way into the future as there is no data"
- Recognise the uncertainties, don't shy away - look at them - analyse them - and decide how to respond. "Don't gamble on hope".
- Make choices: What to pursue. What to stop. Where to focus, What to measure - "Decide and own what's IN and what's OUT"
Define the core strategic triad:
- Select Where to Compete – Define the core and boundaries of your chosen markets, products, value chain positioning and geographies. Ensure that everyone is clear on what's in and what's out and why that matters.
- Decide How to Win – Clarity on what is your competitive edge. Why do your target customers buy from you and stay loyal to you? How do you out-compete others with value-proposition and how will you stay ahead?
- Invest in Differentiating Capabilities – Everyone has capabilities, which ones will differentiate your performance? Which ones differentially enable you to 'Win' with your chosen strategy? Know what’s mission-critical versus, qualifying, what the sources of advantage are for your competitors. Strategically reassess Make-Buy-Collaborate choices.
Execute on strategy: Ensure the strategy shapes your resource allocation, investment, and leadership focus. "Adopt leading indicators not just tailpipe"
Note: The 3 fallacies of strategic planning were initially articulated by Prof. Henry Mintzberg ref. Harvard Business Review Article
2. Agile Strategic Planning
In a world of unknowns, clarity is your edge. Strategic logic enables fast, informed pivots—not rigid plans.
Strategy Planning is a continuous activity. Don't treat it as a one-time, or periodic event.
In a world of unknowns, clarity is your edge. Strategic logic enables fast, informed pivots—not rigid plans.
- Recognise the uncertainties and the dynamics of change. Foster a culture of high situational awareness. Be alert to the emergent reality, update assumptions and keep plans under review, adapting as the future unfolds.
- Use scenario planning (AI assisted if possible). Understand alternative plausible futures (scenarios) defined by the key uncertainties. Determine appropriate options and strategic plans for each scenario. Consolidate options and plans from each each scenario into a single coherent, integrated plan.
- Note: We are advocates of the 'double loop' process of strategy development leveraging scenario planning, less so fans of the more common 'single loop' process. The 'single loop' process creates possibilities but the 'double loop' creates an integrated plan of action.
- Avoid the '3 Fallacies' of strategic planning
- Fallacy of Prediction: Most (all) forecasts and plans will be wrong, we can't predict the future, so don't be locked into rigid plans and forecasts.
- Fallacy of Detachment: If we have no plan and no forecast we do not have a model to help us interpret and understand the unfolding future. We need to make plans in order to think through possibilities and understand interdependences.
- Fallacy of Process: Strategic Planning should be a constant live activity of building understanding, refining choices and adjusting decisions. It cannot be constrained to planning cycles as reality is constantly evolving.
- Prioritise initiatives and reallocate resources based on real-time learning
Strategy Planning is a continuous activity. Don't treat it as a one-time, or periodic event.
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Contact us for a discussion of how we can support you.
1、明确如何取胜
构建能驱动绩效的战略逻辑。将精力和资源集中于最重要的行动:
2、融入战略敏捷能力
在当今充满未知的商业世界中，保持清晰是将是您的优势。高度战略逻辑让您 能快速、明智地应变及转向，而非僵化地按计划执行。
战略不是一次性活动，而是持续不断进行调整的过程。
构建能驱动绩效的战略逻辑。将精力和资源集中于最重要的行动:
- 战略与企业内外的洞察保持一致
- 清晰阐明并深植自我宗旨与使命，使其真正成为日常决策的引领
- 敢于取舍:选择做什么、终止什么、专注什么
- 竞争领域:定义您的市场、产品与价值链定位
- 竞争方式:明确您的优势--市场价格、创新理念、品牌价值、经营渠道
- 能力建设:区分关键核心业务与可外包部分
2、融入战略敏捷能力
在当今充满未知的商业世界中，保持清晰是将是您的优势。高度战略逻辑让您 能快速、明智地应变及转向，而非僵化地按计划执行。
- 在业务基础上勇于大胆假设并保持高动态运作模式
- 制定可随未来市场变化而随机调整的“活计划”
- 培养高度情境感知的企业运作文化
- 基于实时学习不断调整优先排序与重新配置
战略不是一次性活动，而是持续不断进行调整的过程。