Archive for October, 2012

Avoid Strategy Sabotage

October 22, 2012

A primary challenge in strategy development is anticipating the future – correctly. It’s a tall order. Strategy creates public and private value. It’s central to every organization and team.

Determining the actions most likely to secure your intended results employs strategic planning. Creating strategy, for a program or entire organization, generally requires a series of explicit steps. While a routine function, the process of strategy development offers plenty of opportunity for error.

In this list, I’ve noted the most common “sins.” Consider these as you guard against missteps and improve the quality of your strategy development.

1. Failure to know where you are now. Clarity about your current situation is essential if you are pointing towards a new target. Strategy has everything to do with decisions about the optimal route for the outcome you intend. If you don’t know the current situation then you have no good data on how to create forward action. Shaky ground isn’t equal to a solid foundation – so it’s vital to get this part right.

2. Difficulty in detecting patterns. Your “read” of the context and forecast for the future is important to analysis, interpretation and application. Seeing patterns and anticipating new ones are vital to strategy development. Testing whether others “see” things the same or different and knowing why is a good idea.

3. Lack of choice points. A clear specification of issues and their perceived implications are vital in strategy development. Framing both the challenges which impede progress and the context which will catalyze motion are critical to decisions about forward actions.

4. Unwillingness to acknowledge bias. We all have opinions and perspectives based on prior experience and training. How deeply these are held and whether we can accommodate and explore new mental models affects the discussions and review of strategy. Being aware of bias can mitigate it.

5. Absence of actionable measures. A few and the right measures are important as touchstones for determining progress. To inform decisions or actions, measurement must be part of any strategy. It provides feedback data to confirm existing direction and to indicate necessary course corrections. Winston Churchill said it.” However beautiful the strategy, you should occasionally look at the results.”

6. Reluctance to review capacity. It’s possible to desire a new outcome, but the potential for achieving it relies heavily on what assets your program or organization has in hand for execution. Do you have the skillful talent integral to the work ahead as well along with the financial resources and time to make results a real possibility? An “internal audit” will surface both needs and assumptions about organization/team capacity that are key to strategy success.

7. Inadequate engagement. Who participates in strategy development matters a lot. It’s also vital to the subsequent socialization and implementation of strategy. Be sure dissent and minority opinions are aired to “kick” strategy. Careful consideration should be given to who participates and when in your process.

Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com.


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