Strategy cycle, experimentation-driven, incremental, and adaptive
Read the description on https://bit.ly/strategy-cycle-not-linear ... STRATEGY IS A CYCLE, NOT A LINEAR PROCESS ... A good article recently published by Prof. Roger Martin highlights the incremental questions-driven process of designing a Strategy /*. But there are several important things to consider about this. 1. A cycle, not a linear process. All these question stages build on the previous ones' answers, and support us in asking the next questions. But they are part of a cycle, as the last answers in an iteration help us ask the first questions in the next iteration. It's both incremental and, most importantly, adaptive /**. 2. Happening in parallel, mutually-reinforcing zones. Iterative as it is, Strategy is not a single-zone process. There are multiple horizons for our Strategy that make it happen in parallel in multiple zones, which mutually support each other, as part of Strategy's incremental cycle process /***... /* What Strategy Questions are You Asking?, Roger Martin | https://lnkd.in/dJa_MHsF | /** Adaptive Strategy, Corrective Execution https://lnkd.in/dQMQa7Xp Strategy Skunk Works https://lnkd.in/d4etfjTU | /*** Don't Rely on a Single Strategy! https://lnkd.in/de9S4hcT
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Strategy cycle, experimentation-driven, incremental, and adaptive
- 1. Strategy, an experimentation-driven, iterative, adaptive process STRATEGY FORMULATION STRATEGY EXECUTION CHOICES COMPASS CAPABILITIES FACTORY GAPS CLOSING SCHEDULER OPERATIONS CONNECTOR ALIGNMENT BREAKDOWN FEASIBILITY & VIABILITY GATEWAY PLANNING BOARD TRENDS & SIGNALS SPYGLASS OSE 3 EXECUTION PIT STOP HYPOTHESES TEST BENCH SKUNK WORKS DESIGN WORKS OFFICE OF STRATEGY EXECUTION IDENTIFY JTBD CHALLENGES TEST POSSIBLE SOLUTIONS OSM OFFICE OF STRATEGY MANAGEMENT 2 4 5 1 6 10 7 8 9 STRATEGY EXPERIMENTATION PRODUCTS EXPERIMENTS CHOICES EXPERIMENTS I II EXPLORE THE CHOICES 1 OBSERVE 2 ORIENT 3-5 DECIDE 6-8 PLAN 9 DO & CHECK 10 ACT (ADAPT) Strategic Analysis and Scenario Planning Maping possible Choices against a Choice Reference Model Deciding on Choices and on Change Requirements Strategic Planning, Alignment, and Operational Integration Monitoring Effects and Correcting the aligned Strategic Plan Adapting the Choices and the Requirements
- 2. Strategy, happening in parallel zones, on multiple horizons STRATEGY FORMULATION STRATEGY EXECUTION CAPABILITIES FACTORY GAPS CLOSING SCHEDULER OPERATIONS CONNECTOR ALIGNMENT BREAKDOWN FEASIBILITY & VIABILITY GATEWAY PLANNING BOARD TRENDS & SIGNALS SPYGLASS OSE 3 EXECUTION PIT STOP HYPOTHESES TEST BENCH SKUNK WORKS DESIGN WORKS OFFICE OF STRATEGY EXECUTION IDENTIFY JTBD CHALLENGES TEST POSSIBLE SOLUTIONS OSM OFFICE OF STRATEGY MANAGEMENT 4 5 1 6 10 7 8 9 STRATEGY EXPERIMENTATION PRODUCTS EXPERIMENTS CHOICES EXPERIMENTS I II EXPLORE THE CHOICES TRANSFORMATION HORIZON INCUBATION HORIZON A B C A B C CHOICES COMPASS 2 ZONE A Performance & Efficiency ZONE B Transformation ZONE C Incubation A B C