All my strategy development work is guided by a primary inter-relationship framework (ontology & taxonomy) and a general understanding of the "strategic intent of an organization".

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As depicted above, my work begins with the establishment of "problem domains" in which gaps/challenges within an organizational environment are identified.

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I generally seek to balance the identification of "problem domains" across four distinct business dimensions - financial, customer & external stakeholders, internal processes and learning & growth.

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I then work with decision makers and stakeholders to develop "strategic themes" that are broad high-level statements of what an organization could potentially consider doing to address identified gaps and challenges.

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Each strategic theme is then expanded into goals and objectives that organizational stakeholders can use to guide them in developing formal strategies (documented) for the corporation as a whole and varying business units.

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When I assist organizations in creating corporate, business unit and information systems and technology strategies I do not impede the development process by introducing costing and/or capability limitations.

 

Cost and capabilities are assessed through a more detailed organizational analysis in which benefits, costs and risks are brought to bear on the strategy.

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The purpose of a documented strategy is to set direction.

 

Once the documented strategy is accepted by the organization,"strategic initiatives" are identified and mapped (aligned) to appropriate "strategic themes" and distinct business dimensions.

 

The result is a general strategic-based implementation plan that can be used to define programs and projects.

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The result of my work is two-fold:

• Strategy documents

• Strategy maps