A Coherent, Holistic
Strategic, Operational and Crisis Management
The graphics at upper
right show a set of strategies that are required in some form or
another by any organization.
At right is the graphic
showing the development of the Markets and Strategies Map Folder
content during the transition from Assessment Phase to Critical
Issues Phase to the Strategy and Purpose Phase.
The consistent pursuit of Value for the customer during these phases
provides assurance that there will be a significant degree of
coherence and that each Phase can build on the work and initiatives
pursued in the previous Phases.
In order to Create
Value, you have to understand the customer and their environment:
what they desire or want to accomplish; what they need to achieve
their desires or objectives; the internal and the external factors,
pressures and trends they face and so on. We use a number of
techniques, some common, some unique to develop this information.
Strategy and Purpose
At the Strategy and Purpose Phase, we incorporate this information
in the Market Segment Maps, which provide a view of customer
objectives and needs, SWOTS, competitive positioning and the way in
which your offering meets customer needs (the Value you already
This gives us a view of
the Realized and Unrealized Potential in each market segment and an
understanding of the positioning or strength of our offering(s) in
that segment. From this we can determine our market focus and
short-term opportunities to add the the Value for the customer. We
can also see how our offerings need to evolve in order to migrate to
other strategic markets and what impact that would have on the Value
we can deliver to those markets.
An important part of the decision to develop a new or enhanced
offering is assessment of our resources, capabilities and core
competencies. For that we can refer to the Competencies Map in the
"Organization" Map Folder (see graphic at bottom right). For more on
the use of the "Organization Map Folder",
"Accountability and Execution" by clicking here.
Add to Value, Too
Some of the customer needs will be addressed by the way in which we
deliver the offering and will be incorporated in both Value Creation
and Value Delivery strategies.
Change Suddenly and Dramatically
Strategies, which seemed appropriate when developed, can quickly
become obsolete as markets, economies, technologies and other
aspects of the external and internal environment change.
Sometimes these changes
can have no warning, like 9/11 and the oil crisis in the 70s or
there might be some indications in advance, like the "dot-com bust" and the sub-prime
mortgage-induced loan crisis. Depending on the degree to which these
changes are anticipated by the organization, they can trigger
contingency strategies and plans or change the organization's mode
to crisis management.
In the graphic at upper right, you can see that there is an option
to include Future Scenario Maps. You might have created one of these
to outline the implications, threats and opportunities that would
arise with the bursting of the "Housing Bubble" of the mid-2000s.
You can also develop
Strategic Option Maps to outline optional strategies that you might
pursue in addressing those scenarios. you may find that it makes
sense to include some of the components of those strategies in your
current strategy portfolio, with the option to increase their
emphasis if the scenario comes to pass.