Excitant > Articles > Strategy Execution > A better approach to managing strategy
Strategic analysis,
planning, design and implementation
Alternative approaches
We can help you develop and execute your strategy in two ways:
Design the strategy, then execute it |
Continuous
strategic testing, learning and evolution |
| A period of strategic analysis, followed by detailed design and planning. This strategy then gets communicated and executed. Execution typically carries on for a year or two (possibly more), until the strategy becomes out of date. At this point you re-analyse and plan again. This is the classical approach to
strategy. Want to improve
this? |
An initial hypothesis about the market is created. It is tried, tested quickly, and the feedback is assessed. From that, changes are made either to the strategy, or to the way it is being executed. As feedback is gathered, plans and budgets are revised, the refinements to the strategy are communicated and its execution monitored. The organisation quickly learns about the strategy and its execution. As lessons are learnt, both the strategy and the organisation evolve. This is strategic learning. Curious? Interested?
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These look like alternatives. They are not.
In reality, the second always happens. The market and environment changes, competitors evolve, merge and emerge. The things that you do in the market affect it and so the market reacts and changes.
Only YOU are standing still. You can choose to ignore these signals and carry on with the strategy, but we all know companies that have done that.
A strategy is only a belief that needs to be tested. If the feedback tells you that it is wrong, or things have changed, then it needs refining or changing. If you fail to, you create problems in the organisation. (For more information see: How we help clients, or our case studies).
We are not saying that strategic analysis is a waste of time: it is not. We are saying that choosing a strategy, spending ages planning its execution and communicating it, and then not listening or feeling for changes means that you can be a long way off course before you realise it is too late. The art is to be agile, systematic and to evolve continuously.
Perhaps you are curious how to become agile and evolve quickly, then contact us, and we'll explain how others have been helped, and explore how we can help you.
What our clients say:
More Client stories & Strategic Balanced Scorecard Case Studies
The Balanced Scorecard Approach has developed:
Learn more about the Fourth Generation Balanced Scorecard principles
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Our Training Courses & Workshops
Strategy Mapping for Learning Organizations. Phil Jones
"A driver's manual for anyone implementing a Balanced Scorecard performance management system...a must read book"
David Norton.
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Communicating Strategy.
Phil Jones
A guide for all who communicate strategy in an organisation. "Everything in this book is common sense - after you have read it"