Elements Addressed by Kane &
Associates
in Customizing a Strategic Thinking Process for
Each Client: Includes Definition and Application
Customized Strategic Thinking Processes for Organizations
In customizing a strategic thinking process for an organization, Kane & Associates, in conjunction with their clients, selects the appropriate elements from the following list and integrates them into a working model that functions as an engine of ongoing transformation for the organization. The elements that may be included in a customized strategic thinking process are the following:
1. Purpose - why we exist.
A long term, broad guiding focus that does not change which provides the broadest context
for redefining the business over time as the environment changes.
2. Mission - What business we are in.
Defines the specific context we operate in, what we do, provides operational focus.
3. Vision - What we want to be (become).
An intuitive, not necessarily specific "goal" / dream. Creates a picture of the
"star" to reach for.
4. Values - What we believe, principles from which we operate daily.
Provides a context of principles / beliefs.
5. Critical Issues - what our greatest strategic challenges are going forward
6. Environmental analysis - What is going on in the outside world?
Gathers data on, and considers trends in, the company's environment.
7. Scenario generation - Are we prepared?
Combines a view of possible alternative futures with evaluation of pertinent strategies.
8. Driving Force - What is the company's most fundamental focus and its basis for
competitive advantage?
Defines scope of markets / products / service, guides decision-making about them.
9. Core Competencies - What we know how to do that gets us to perceived as valuable by
the customer, provides competitive differentiation, and gives as a foundation for
expanding to new products and services.
By defining Core Competencies we focus on what must be developed and how to prioritize
resources for it.
10. BHAGs (Big Hairy Audacious Goals)- measurable major goals that are possible, but require stretch. Stimulates progress, invites change, avoids complacency. (For some companies this may be a more concrete 5 year goal).
11. Strategic Objectives/Major Actions - what do we have to do to get to the BHAG or 5
year goal?
Defines major milestones on the way to the BHAG
12. Vivid description - what it will be like if we achieve our BHAGs or 5 year goal. Describes benefits of accomplishing BHAGs / motivates.
13. Financial Projections - test the apparent reasonableness of the plan.
14. Strategic Communications Plan - specifies who needs to know what about the strategic plan conclusions.
The elements included in each clients strategic thinking process are selected based on multiple factors in each client situation including:
- prior experience in strategic planning and thinking,
- the sophistication level of the team in question,
- the available time frame and resources,
- the point in the life cycle of the company and
- many other factors.
The approach integrates elements gleaned from the leading strategic thinking and planning writers with original material developed during years of applying a variety of approaches to strategic thinking and planning. Emphasis is on building strategic thinking abilities, not on simply arriving at a plan. To be successful, companies must learn to think strategically all the time in addition to setting aside specific time for more formal planning and thinking processes. The key is not in absolutely predicting the future, but in developing the focus, flexibility and competencies to respond regardless of what the future brings. The key is to think strategically every day.
For a brief further exploration of the scenario generation indicated in
item # 7 above, please click here
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