Strategy Development Process
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This document outlines the strategic development process as presented by Dr. John Persico Jr. of Minnesota Consulting Alliance. It discusses the components of strategic development including strategic thinking, leadership, design, and implementation. It provides details on the vision, mission, and principles of strategic development. The goal of strategic development is to create both short and long-term opportunities that provide value to stakeholders. It emphasizes identifying and removing roadblocks to creating value through strategic leadership and eliminating pathological thinking. The document also outlines the ten strategic principles and eight dimensions of strategy that are key to effective strategic development.
Strategy Development Process
- 1. Dr. John Persico Jr. https://www.youtube.com/watch?v=-GmBMxds7fo Minnesota Consulting Alliance
- 2. Minnesota Consulting Alliance Vision The Components for Success Mission
- 3. The primary purpose of strategic development is to find and create both short and long-term opportunities for your organization. These opportunities must provide value for your stakeholders, customers and society. Organizations that provide value remain in business and prosper. Minnesota Consulting Alliance
- 4. Minnesota Consulting Alliance Strategic Development Strategic Leadership Strategic Design Strategic Implementation Strategic Thinking
- 5. Minnesota Consulting Alliance Strategic Development Process Strategic Thinking Strategic Leadership Strategic Design Strategic Implementation •Ten Strategic Principles •Eight Dimensions of Strategy Value
- 6. Knowledge of Variation Vision Coaches and Develops Others Plans for Succession Knowledge of People Knowledge of Systems Knowledge of Theory Strategic Leadership Pyramid Charts the Course
- 7. Minnesota Consulting Alliance Strategic Development: Leadership Leadership Identifies and Removes Roadblocks to Creating Value in the Organization
- 8. Creativity/ Inspiration Global Competencies Critical Thinking Knowledge of Variation Knowledge of People Knowledge of Systems Knowledge of Theory Strategic Thinking Pyramid Identify and eliminate pathologies or barriers
- 9. Pathological Thinking Minnesota Consulting Alliance
- 10. Pathological Thinking •Mindlessness •Myths •Fallacies •Diseases •Neuroses •Addictions •Mental Contamination Minnesota Consulting Alliance
- 11. Minnesota Consulting Alliance Mindlessness •Black and white thinking •Filtering •Over-generalizing •Mind-reading •Fortune-telling •Emotional reasoning •Personalizing
- 12. Black and White Thinking •Conservative vs. Liberal •Open Door vs. Closed door •Opportunity vs. Threat •Best of Times vs. the Worst of Times •Get it Done vs. Get it Right • A Good Person vs. a Bad Person Minnesota Consulting Alliance
- 13. Is Pathological Thinking Minnesota Consulting Alliance Inevitable? What are your opinions? Can we avoid mistakes of thinking that diminish our ability to create realistic strategies that add value?
- 14. Knowledge of Variation Future Trends Knowledge of Systems Knowledge of Theory User Centered Design Knowledge of People Whole Systems Approach Strategic Design Pyramid Understanding Technical Social Systems
- 15. Minnesota Consulting Alliance What are the roadblocks to Value creation in an organization?
- 16. Key Success Factors •Directly impact the ability of your organization to achieve its mission •May be internal or external factors and forces •May be found at any level in the organization External Factors Internal Factors
- 17. Core Competencies Minnesota Consulting Alliance Opportunity Matrix Key Product Lines and Services Markets New Existing New Existing
- 18. Minnesota Consulting Alliance Strategic Development: Implementation Ten Strategic Principles
- 19. Cascading the Plan Communicating Strategy and Engaging Stakeholders Knowledge of Variation Knowledge of People Knowledge of Systems Knowledge of Theory Strategic Implementation Pyramid Building Commitment Managing Resources
- 20. Minnesota Consulting Alliance Strategic Development: Thinking and Design Research Analysis Knowledge/ Wisdom Strategic Opportunities •Eight Dimensions of Strategy
- 21. Strategic Principle # 1 The process of strategic development is as important as the outcome! •Strategy requires ongoing monitoring of the world •Multiple perspectives not single viewpoints are essential •Strategy development is an iterative process Minnesota Consulting Alliance
- 22. Strategic Principle # 2 The eight dimensions of strategic development are all addressed ! •8 key dimensions •Self-assessment and data are required •The critical component is balance Minnesota Consulting Alliance
- 23. Strategic Principle # 3 Strategic development integrates marketing, HR, finance, production, IT and all of the value network of the organization into a systemic whole! •Development is cross functional •Focus on key customers to achieve integration •Trust is a critical element of integration Minnesota Consulting Alliance
- 24. Strategic Principle # 4 Long range vision and values position the organization for the future! •Visioning is not prediction •Values are both strategic and ethical •Short term issues must balance long term goals •Visions pull order out of chaos Minnesota Consulting Alliance
- 25. Strategic Principle # 5 Goals fit the vision and values of the organization! •You must identify the true value and meaning of your business •You must have an accurate theory of your business •You must match your vision and values •You must understand your critical success factors and core competencies Minnesota Consulting Alliance
- 26. Strategic Principle # 6 Organizational buy-in must be developed! •Vision, goals and values must be communicated •The entire organization must be involved with strategy •All functions and personnel must have developed a shared meaning and supporting agendas •The organization becomes a strategic “fractal” Minnesota Consulting Alliance
- 27. Strategic Principle # 7 Accountability is explicit and time frames have been developed! •Accountability is about integrity •Accountability is not a formula for assigning blame •Data is required for realistic targets •Milestones are clear and objective Minnesota Consulting Alliance
- 28. Strategic Principle # 8 Measures of success are clear! •Terms and measures must be operationally defined •Measures for status and for the future must be used •Value is defined for customers and stakeholders •The “unknown” and “unknowable” are a factor in success Minnesota Consulting Alliance
- 29. Strategic Principle # 9 Deployment has been adequately outlined! •Plan for top down and bottom up deployment of strategy and goals and values •Practice “catch ball” •Establish fallbacks where risks are great Minnesota Consulting Alliance
- 30. Strategic Principle # 10 The development process is continually critiqued and improved! •The PDCA discipline is practiced •Time to learn from success and failure is built in •Perfection is not an option •Many trials and scenarios are run and developed Minnesota Consulting Alliance
- 31. Minnesota Consulting Alliance Strategic Development: Thinking and Design Research Analysis Knowledge/ Wisdom Strategic Opportunities •Ten Strategic Principles •Eight Dimensions of Strategy
- 32. Eight Dimensions of Strategy Minnesota Consulting Alliance
- 33. Minnesota Consulting Alliance Questions & Answers? Thank You Very Much For Your Participation Today