A disciplined approach to defining your business’s critical "Yeses" and "Nos," creating the touchstone foundation from which you will compete and win.
If you're like most companies, you’ve chased a long list of "ideas du jour" - so long in fact that most employees have lost track of the direction you really want to go. Even your leaders are distracted and can’t keep up. And, despite their claims to be aligned, each is running what looks like totally different companies. Employees mumble about conflicts and priority overload, but the pile of initiatives just gets bigger. Then, you run up against real resource and cost constraints—the crunch moment where you must make hard trade off choices. So you pull the leaders together to get clarity and focus. You ask, "What is our strategy?" Your worst fear is realized … crickets.
Every organization has more potential opportunities for growth than they have resources to pursue them effectively. Prioritized and clearly focused resources more fully exploit opportunities and create greater return than unfocused resources. So, if you and your organization don’t know what to say "No" to, then you actually don’t have a strategy. And without it, you have no clear basis for setting priorities, coordinating work, and driving profitable growth.
Strategy forces you to define a competitively distinct, defensible position in a chosen market, and it demands that you clearly answer a cascading set of questions:
- What are our goals and aspirations for the business, over what time period?
- In which markets will we compete?
- What is our offering and through which channels will we reach customers?
- How will we differentiate ourselves from competitors to win?
- What critical capabilities must we have to execute the strategy?
Answering these questions compels leaders to make hard, but important trade-off choices — clarifying for themselves and the organization what it will pursue, and equally important, what it will not.
Learn more about our organizational transformation solutions:
Strategy Articulation & Alignment: Using existing data and inputs, your leaders will analyze, clarify and agree upon your organization’s competitive positioning and must-have capabilities necessary for sustained, profitable growth. They will communicate the direction and priority objectives, then assess and reallocate resources and accountability in line with stated objectives. This work sets the stage to better understand the degree to which your organization is built to effectively execute against your strategy.
Strategy Formulation & Alignment: Using primary research and market analysis, your leaders will analyze, clarify and agree upon your organization’s competitive positioning and must-have capabilities necessary for sustained, profitable growth. By connecting the available market opportunities with your organization’s unique capabilities, leaders will form “case teams” that explore in depth market opportunities, requirements, investments, and potential growth. From these cases, a prioritized set of strategies will be selected to engage. Leaders will communicate the direction and priority objectives, then assess and reallocate resources and accountability in line with stated objectives.
Is this for you:
- Are you confident about how you’ve defined your competitive position—where you will play and how you will win?
- Have you clearly defined the near- and longer-term priority objectives that will directly drive your success?
- Do your leaders talk about your strategy and objectives clearly and consistently?
- Is your organization impulsive, setting course on the “new initiative” of the day that never gets completed before starting a new one?
- Are your resources disproportionately deployed against building the critical capabilities that will enable you to deliver the strategy?
- Have you established the criteria and discipline to say, “No”?
- Does your scorecard track and drive accountability to your strategy?
- Are your employees frustrated with the growing number of competing initiatives?