As organizations create strategy and roadmaps to move forward, often each step is approached as a discrete process, an isolated exercise.
This approach can allow the organization to really focus and dive deeply into setting strategy and then creating the supporting elements of the roadmap — budget, staffing plan, operating plan.
But this approach also has one significant draw back: It focuses on the bigger picture without considering the organizational shifts necessary to achieve it.
That’s why some organizations jump right in and use a wide-angle lens as they go through the process.
They get very clear on their strategic objectives, but never lose sight of what else will need to change or be adjusted to accomplish the goals that will realize their strategy.
Specifically, what will need to change or be adjusted related to resources, activities and relationships.
Additionally, they leave room to adjust the strategy as they work.
Working with high-level strategy while considering the organizational shifts required to achieve the big picture, they're able to create and modify a plan that achieves the strategic goals and defines the building blocks of the business model in tandem.
I was working with a client on their strategic plan. It had been a thorough process with significant stakeholder input, relevant market data and lots of involvement from the board, management and staff.
The organization was building on their past plan which had resulted in a track record of accomplishments, and had created momentum around this new plan and process.
As we evaluated the current status of the organization and involved stakeholders in developing strategies for the future, it became clear how the new strategic direction and priorities were going to shift key resources, activities and relationships.
The previous plan for this organization was focused on growing and establishing an extensive footprint for the organization. Using physical locations, the organization had been intent on a “land grab” for customers.
To do this, they needed to build and re-design state-of-the-art facilities, provide a product that their customers were eager to consume and work with partners who could support these efforts.
Their previous plan's list of key resources, activities and partnerships reflected this strategy:
Key Resources
Key Activities
Key Partnerships
The above alignment of key resources completely supported the organization's growth strategy. The resources were the buildings and infrastructure to support their customers and the financing necessary to fuel that growth.
Since they needed to focus on customer acquisition and satisfaction and building a compelling product and service offering, they worked key partnerships with their bank to manage debt and cash flow, as well as found corporate partners who could invest in specific offerings and foundations to fund their capital projects and expansion.
The new strategy for this client was focused on engaging their customers more deeply, demonstrating the impact they were having in the community and on advocacy.
This strategy built on, and was enabled by, the success they had achieved in growth and physical presence. However, it was going to require very different resources, activities and partnerships.
As the final strategy was being developed, the company’s key building blocks began to look quite different from the original list:
Key Resources
Key Activities
Key Partnerships
Great article!
Great article, Ann. Very helpful.