Strategy & structure workshop
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The document discusses the importance of strategy as a set of planned actions that guide an organization's success through intentional decision-making. It emphasizes the need for clear goals, vision, and a structure to facilitate effective teamwork and adaptation. Additionally, it addresses the challenges of change management, including overcoming resistance and fostering a supportive culture.
![[ S T R AT E G Y ]
( N O U N )](https://image.slidesharecdn.com/strategystructureworkshop-150105062422-conversion-gate01/85/Strategy-structure-workshop-5-320.jpg)
![1. strategy is the set of planned actions managers take to help a
company meet its objectives.
!
2. an organization's plan for success - the collection of intentional
decisions a company makes to give itself the best chance to thrive
and differentiate from competitors. That means every single
decision, if it is made intentionally and consistently, will be part of
overall strategy.
[ S T R AT E G Y ]
( N O U N )](https://image.slidesharecdn.com/strategystructureworkshop-150105062422-conversion-gate01/85/Strategy-structure-workshop-6-320.jpg)
![1. strategy is the set of planned actions managers take to help a
company meet its objectives.
!
2. an organization's plan for success - the collection of intentional
decisions a company makes to give itself the best chance to thrive
and differentiate from competitors. That means every single
decision, if it is made intentionally and consistently, will be part of
overall strategy.
How do we differentiate?
[ S T R AT E G Y ]
( N O U N )](https://image.slidesharecdn.com/strategystructureworkshop-150105062422-conversion-gate01/85/Strategy-structure-workshop-7-320.jpg)
![1. to picture in the mind; imagine
[ E N V I S I O N ]
( V E R B )
not solve!](https://image.slidesharecdn.com/strategystructureworkshop-150105062422-conversion-gate01/85/Strategy-structure-workshop-13-320.jpg)
Strategy & structure workshop
- 1. ST R AT E GY ST R U C T U R E
- 2. GOALS CLARIFY CURRENT STATE THINK ABOUT THE FUTURE Day 1 Day 2 G O A L S CLARIFY CURRENT STATE THE FUTURE OF THIS TEAM Day 1 Day 2
- 3. R O A D M A P VISION TARGETS EXPLORE A DIFFERENT DEPARTMENT THE ROAD AHEAD
- 4. D AY 1 P R E S E N T
- 5. [ S T R AT E G Y ] ( N O U N )
- 6. 1. strategy is the set of planned actions managers take to help a company meet its objectives. ! 2. an organization's plan for success - the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors. That means every single decision, if it is made intentionally and consistently, will be part of overall strategy. [ S T R AT E G Y ] ( N O U N )
- 7. 1. strategy is the set of planned actions managers take to help a company meet its objectives. ! 2. an organization's plan for success - the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors. That means every single decision, if it is made intentionally and consistently, will be part of overall strategy. How do we differentiate? [ S T R AT E G Y ] ( N O U N )
- 8. V I S I O N M I S S I O N C U LT U R E
- 10. TA R G E T S D E PA R T M E N T T E A M S E C T I O N I N D I V I D U A L
- 11. D AY 2 F U T U R E
- 12. S T R U C T U R E
- 13. 1. to picture in the mind; imagine [ E N V I S I O N ] ( V E R B ) not solve!
- 14. - NO SECTIONS - ONLY 1 PRODUCT CALLED DSA* - SAME AMOUNT OF PEOPLE - SAME VISION & GOALS You are all still part of the management team. Set up a structure to organize, divide work, meet and run the department! 6 0M I N U T E S * Dynamic Service App
- 15. G O A L S V I S I O N I D E A S TA R G E T S G I V E N W H AT I S T H E M O S T I M P O RTA N T T H I N G T O D O T H E N E X T M O N T H F O R T H I S G R O U P T O S U C C E E D ?
- 16. U N O R D E R E D O R D E R E D C O M P L I C AT E DC O M P L E X S I M P L EC H A O S Sense > Analyse > Respond Sense > Categorize > Respond Probe > Sense > Respond Act > Sense > Respond Known causality (obvious) Predictable Repeatable Best practice Knowledge causality (experts) Cause & effect not evident Many solutions Good practice Retrospective causality (experiment) Unpredictable outcomes Emergent practice Fail safe experiments Incoherent causality (stabilize) No cause & effect seen Enter for innovation, otherwise stabilize Novel practice D I S O R D E R E F F ECTI VENES S MAT TE RS E F FI C I EN CY MAT TE RS C Y N E F I N
- 17. YES! C O N C O R D A N C E
- 18. P R O L O G U E C H A N G E
- 19. Culture = habits of a group that form over time due to rewards. What do we reward? 50% of initiatives fail - how will we win? Who has something to loose? How will they act? What will others gain in return? What are we up against - power, budgets, incentives & rewards, routines, jobs? Persuasion, negotiation, laws and force - all political methods to make change happen. Neither is very effective.
- 20. by MICHAEL ROZENBERG For more info please contact me on Twitter on @mrozenberg. For the facilitators guide accompanying this slide deck please visit michaelrozenberg.se/media