Strategy Execution
Strategy Execution

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The Six Questions

Relevance - has anything changed inside or outside the organization, so that we need to change our Objectives or Value Proposition?

Alignment – do we all agree with our Objectives and Value Proposition? Are they in alignment with the external environment and our team?

Capabilities - do we have the required capabilities to execute?

Results – are we getting the results we want?

Progress – are we making progress on our Initiatives? Are our Key Activities performing adequately?

Plan – what are we going to do next? (New Initiatives)

The Model

Internal Analysis

Mission - What is the problem the business solves?

What problem do we solve for our customers? Why do they care? Why do we care?

Vision - What does the future look like?

Financial

Customer

Employee

Societal

Values & Behaviors - How do we want to behave as an organization?

What values do we hold and what behaviors do we want to exhibit?

What does our organization look like?

An analysis of your business including:

Business Estimate of Value

Leadership Team using The Predictive Index

External Environment - Where do we compete?

Competitive financial benchmarking; projected industry outlook and growth rates; an analysis of the economic, technological, legal, and social factors that affect the industry; and a summary of the key factors for success in the industry.

Business Priorities - What do we want to accomplish?

Business Priorities: We select from 20 organization priorities to drive organizational change.

Desired Results: Financial, customer, societal, employee

Value Proposition - How do we win?

The Value Proposition answers the following questions:

What do we sell?

Who do we sell to?

How is it priced?

The 3 Whys (Need, Differentiation, Trust)

Business Capabilities - What capabilities do we need?

The proprietary Business Capabilities Matrix helps to determine the right metrics, activities, people and resources required.

Operational Scorecard - How do we know if we are winning?

The operational scorecard is reviewed regularly to ensure the business stays on track.

Key Activities & Processes - What do we do every day?

Strategy shouldn't be "in addition to" usual business activities; instead usual business activities should be determined by the strategy. Key Activities include management activities such as planning, problem solving, task management, and effective meetings (the Cycle of Planning and Execution).