Demystifying Strategy How To Become A Strategic Thinker 1st Edition Dr Tony Grundy - Solutions

To what extent is it top-down and what are the pros and cons of this? lop4
To what extent is it bottom-up and what are the pros and cons of this? lop4
To what extent is it horizontal and what are the pros and cons of this? lop4
What improvements can you see out of this for your planning process? lop4
How attractive/difficult to implement are these improvements? lop4
What are your KPIs re the customers? lop4
What are the key performance drivers re efficiency? lop4
What are the key performance drivers re financial performance? lop4
What are your key performance drivers re capability development? lop4
To what extent have these shifted over the last year (up or down) and what is this telling you? lop4
How did it go through the seven phases of change that we saw earlier? lop4
Which phases went well and how was this brought about? lop4
Which phases had the most difficulties and why? lop4
What was the overall result and to what extent was this affected by the way in which the process was managed? lop4
What are the most promising lines of enquiry, looking at it as if you were an alien entering this market for the first time? lo1
How attractive are these? lo1
Can a strong competitive position be built? lo1
Are you well placed to occupy that space with the strategic assets that you have/would this positioning and set of strategic assets be easy or hard to copy? lo1
If you did do this, how would or could this fit with the structure? lo1
For each of these markets, which is the most important force, and why? lo1
For each of these business areas, what are the CSFs for the players as a whole? lo1
How well does your own company stack up on these? lo1
What options does this suggest for strengthening your resilience? lo1
Does your business have a sweet spot?
Why and how does it exist?
Is it changing over time, and why?
What might be done to sustain it or refresh and extend it?
How would customers say (if at all) that they got distinctive value from your business? LO1
How important is it to them – and what value do they get? LO1
How certain are you that there aren’t competitors who could do more or less the same? LO1
Are there any areas in which you feel that you have distinctively low costs and that these are areas that competitors can’t match? LO1
What have been the breakthroughs in your organization that have founded its current competitive position? LO1
Were these deliberate and planned, largely accidental, or somewhere in between? LO1
What do you think the merits of having a more deliberate process might be? LO1
What future breakthroughs – in your imagination – might take your organization to another level? LO1
How might you set about developing these embryonic ideas in an imaginative way? LO1
What are the key strategic options?
What is the most cunning way of implementing them?
What are their scores on the strategic option grid?
How can these scores still be improved?
What do you see as being their resilience?
What is the significance of the scores?
Should we weight them, and if so, how?
For the exercise that you just did above, what relative importance do you place on each of the criteria?
Were you to weight your criteria as we discussed, would the overall score and evaluation shift significantly?
For a number of business units, where would you position these on the strategic option grid – in the different columns?
What do the resulting positions show you about the strategic attractiveness of your business?
What are the key external assumptions?
What are the key internal assumptions?
How do these break down into sub-assumptions?
How important are these?
How uncertain are these?
Where these are both ‘very important’ and ‘very uncertain’, are these so closely and mutually dependent that the uncertainty effect could be magnified?
What might you do to counter, avoid or minimize the effects of those most volatile assumptions?
Taking each strand of the optopus in turn, what are the options that you can generate?
Now, using the ‘pick and mix’ approach, what bundles of very plausible option groupings exist?
Also, taking some implausible options and the same ‘pick and mix’ approach, what potentially interesting possibilities of an unlikely nature come to light?For a number of these ideas, how do they appear on the strategic option grid?
Using the optopus, what lines of enquiry can you generate for your business?
What further combination that might be interesting can you come up with via a ‘pick and mix’ approach?
What were the strengths and weaknesses of each phase of the implementation process, particularly:– diagnosis;– cunning options;– planning;– implementation;– learning and control?
What ‘dos and don’ts’ can you distil for the future? Look at some tools for diagnosis, for creating cunning options, for planning, implementation, and learning and control
What is the key symptom?
What are the root causes (level 1)?
What are the root causes behind these (level 2)?
What options can you see from this analysis to start to build a strategy around?
What is the implementation vision?
What are the alignment factors?
Are these both necessary and sufficient to achieve that goal?
Is there a ‘one big thing’ or a ‘two big things’ we’ve forgotten?
For one or more of the wishbones, what do you see when you go down another level?
How do all these level 1 alignment factors appear on the uncertainty grid?
What are the key dimensions that you are trying to shift?
What are the extremes of these shifts (from left to right), ie where have you started from originally, and where would you like to end up ultimately?
Where you are actually now? (Note: this does not have to be a 1.)
Where do you want to be as a result of this strategic project? (Note: this does not have to be a 5.)
What specific actions or interventions might make each shift feasible?
For a particular strategy, what does it entail?
How do these elements appear on the AID analysis?
How are these positionings underpinned by the value and cost drivers, and the difficulty-over-time curves etc?
How might these implementation actions shift autonomously on the grid over time?
What are the key enablers and constraints currently (represented as a vector picture)?
What’s the ‘one big thing’ that we have forgotten?
How difficult does this look overall?
How can these be reshaped with a better, or even a cunning implementation plan?
How difficult does this now look?
Who are the key stakeholders?
Who is the one big stakeholder that you have forgotten?
What is on their agendas about this implementation plan?
Where are they positioned on the grid?
What is your most cunning implementation plan and how difficult, given their new positions, is it likely to be?
What is the implementation difficulty (force field/difficultyover-time curves) for some or all of these?
What is the stakeholder support? Stakeholder analysis.
Why is there a problem? (Diagnosis – fishbone analysis)
What do I ‘really-really-really want?’ (Your vision)
How attractive and difficult are these? (AID analysis)
What is the basis of that difficulty? (Difficulty-over-time curve or force field analysis)
Who are the stakeholders and what is their pattern of influence? (Stakeholder analysis)
What are the current strategic issues that we are facing externally and internally?
Where do we want to be in the future and what do we think is our underlying ‘strategic gap’?
What is distinctive – from our customers’ perspective – about what we do?

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Demystifying Strategy How To Become A Strategic Thinker 1st Edition Dr Tony Grundy - Solutions

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