Every day, executives and managers are presented with opportunities to enhance their organization’s success. Frequently, these opportunities go unrecognized, unexplored, or unexploited because the organization is not prepared for them. Certainly, some opportunities are beyond an organization’s reach because of resource limitations. However, ensuring the organization possesses key attributes will better enable it to take advantage of those opportunities for which it has the resources and that are consistent and aligned with its mission.
StrategyDriven contributors are pleased to introduce the strategic planning whitepaper: Analysis. This whitepaper outlines and describes the major steps taken to assess the organization’s internal performance and external environment in support of long range activity planning. Strategic analysis is a critical component of the strategic planning process. An integral part of a company’s evaluation and […]
Question: Feedback indicates my company’s current leadership training program, though inexpensive, yields little to no value. My research shows that an alternative training program has produced superior, measurable results at other organizations. How should I go about selling my manager and the organization on the need to change from our current training program to this […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2007-11-06 12:55:322015-09-28 16:23:13The Advisor’s Corner – How Do You Sell a Major Change?
StrategyDriven contributors are pleased to announce the release of our seventh model: Opportunity & Problem Statement Development model. This model compliments StrategyDriven‘s decision-making best practices Identify the Target and Multidiscipline Teams by illustrating the often complex, multifaceted nature of organizational opportunities and challenges and how cross-functional teams are needed to ensure full understanding and appropriate response is […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2007-11-04 06:08:102013-06-30 16:11:04New Model Release – Opportunity & Problem Statement Development Model
Standardized activity resource assumptions enable decision-makers to anticipate the quantity and type of resources needed to perform approved work; facilitating selection between competing alternatives, long-term resource planning, day-to-day scheduling, and performance measurement. Over time however, personnel, process, and business environment changes will necessitate reevaluation and alteration of the organization’s standardized activity assumptions. To accommodate these changes and maintain the benefits of using standardized assumptions requires establishment and use of a change control process.
Decision-makers and implementers must clearly understand the desired opportunity or problem outcomes in order to effectively select and execute appropriate actions. Without a well defined focal point, decision-makers and implementers risk selecting and performing either inefficient or inappropriate actions; expending resources on low value adding activities thereby diminishing an opportunity’s benefits or increasing a problem’s adverse impacts. Clear, concise opportunity and problem statements enable decision-makers to more readily identify the appropriate solution alternative and give implementers a target against which they can judge the effectiveness of their actions.
https://www.strategydriven.com/wp-content/uploads/IdentifyTarget.jpg291261StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2007-10-30 16:57:202018-12-24 18:23:49Decision-Making Best Practice 4 – Identify the Target
StrategyDriven contributors are pleased to announce the release of our sixth model: Information Development Model. This model illustrates the evolution of raw statistical data collected from business operations and the marketplace into highly refined information that provides executives and managers with the insights necessary to set strategic direction and establish day-to-day priorities.
https://www.strategydriven.com/wp-content/uploads/InfoDevModelCover-231x300-1.jpg300231StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2007-10-28 04:51:522018-06-12 22:34:44New Model Release – Information Development Model
While it might sound cliche, there exists a significant truth to the phrase, actions speak louder than words. As individuals, we all hold certain values, beliefs, and biases which guide our decisions and subsequently our actions. So strong and yet so unperceivable are these convictions that on a day-to-day basis our reactions and responses to hundreds of seemingly benign situations are defined by them. Therefore, an individual’s values, the beliefs, and biases can be interpreted and understood by observing the individual’s actions.
StrategyDriven contributors are proud to announce the release of our fifth model: Stakeholder Commitment Evaluation. This model provides decision-makers with a tool to assess and re-assess the relative importance and contribution of each decision stakeholder as circumstances evolve.
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2007-10-21 16:42:482013-06-30 16:13:01New Model Release – Stakeholder Commitment Evaluation Model
As stated before, effective decision-making provides the organization with a unified direction aimed at achieving a primary objective and possibly one or more secondary goals. Regardless of the decision’s complexity or its immediacy, the probability of realizing a desired outcome is directly related to the organization’s ability to execute the decision in a deliberate and focused manner. Broad organizational commitment to the decision and its execution is essential to achieving the unified action needed for a successful outcome.
https://www.strategydriven.com/wp-content/uploads/Commitment.jpg8001200StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2007-10-18 19:32:412018-12-24 18:14:14Decision-Making Best Practice 3 – Broad Commitment
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Business Programs
Organizational Accountability – Increase Opportunities with Accountability
/in Organizational Accountability, Premium/by Nathan IvesEvery day, executives and managers are presented with opportunities to enhance their organization’s success. Frequently, these opportunities go unrecognized, unexplored, or unexploited because the organization is not prepared for them. Certainly, some opportunities are beyond an organization’s reach because of resource limitations. However, ensuring the organization possesses key attributes will better enable it to take advantage of those opportunities for which it has the resources and that are consistent and aligned with its mission.
Strategic Planning Whitepaper Introduction – Analysis
/in Announcements, Evaluation & Control Program, Strategic Analysis, Strategic Planning/by Nathan IvesStrategyDriven contributors are pleased to introduce the strategic planning whitepaper: Analysis. This whitepaper outlines and describes the major steps taken to assess the organization’s internal performance and external environment in support of long range activity planning. Strategic analysis is a critical component of the strategic planning process. An integral part of a company’s evaluation and […]
The Advisor’s Corner – How Do You Sell a Major Change?
/in The Advisor's Corner/by StrategyDrivenQuestion: Feedback indicates my company’s current leadership training program, though inexpensive, yields little to no value. My research shows that an alternative training program has produced superior, measurable results at other organizations. How should I go about selling my manager and the organization on the need to change from our current training program to this […]
New Model Release – Opportunity & Problem Statement Development Model
/in Announcements, Decision-Making/by Nathan IvesStrategyDriven contributors are pleased to announce the release of our seventh model: Opportunity & Problem Statement Development model. This model compliments StrategyDriven‘s decision-making best practices Identify the Target and Multidiscipline Teams by illustrating the often complex, multifaceted nature of organizational opportunities and challenges and how cross-functional teams are needed to ensure full understanding and appropriate response is […]
Resource Projection Best Practice 3 – Controlling Assumption Changes
/in Premium, Resource Projection/by Nathan IvesStandardized activity resource assumptions enable decision-makers to anticipate the quantity and type of resources needed to perform approved work; facilitating selection between competing alternatives, long-term resource planning, day-to-day scheduling, and performance measurement. Over time however, personnel, process, and business environment changes will necessitate reevaluation and alteration of the organization’s standardized activity assumptions. To accommodate these changes and maintain the benefits of using standardized assumptions requires establishment and use of a change control process.
Decision-Making Best Practice 4 – Identify the Target
/in Decision-Making, Premium/by Nathan IvesDecision-makers and implementers must clearly understand the desired opportunity or problem outcomes in order to effectively select and execute appropriate actions. Without a well defined focal point, decision-makers and implementers risk selecting and performing either inefficient or inappropriate actions; expending resources on low value adding activities thereby diminishing an opportunity’s benefits or increasing a problem’s adverse impacts. Clear, concise opportunity and problem statements enable decision-makers to more readily identify the appropriate solution alternative and give implementers a target against which they can judge the effectiveness of their actions.
New Model Release – Information Development Model
/in Evaluation & Control Program/by StrategyDrivenStrategyDriven contributors are pleased to announce the release of our sixth model: Information Development Model. This model illustrates the evolution of raw statistical data collected from business operations and the marketplace into highly refined information that provides executives and managers with the insights necessary to set strategic direction and establish day-to-day priorities.
Organizational Accountability – Evaluating Organizational Culture, part 1
/in Corporate Cultures, Organizational Accountability, Premium/by Nathan IvesWhile it might sound cliche, there exists a significant truth to the phrase, actions speak louder than words. As individuals, we all hold certain values, beliefs, and biases which guide our decisions and subsequently our actions. So strong and yet so unperceivable are these convictions that on a day-to-day basis our reactions and responses to hundreds of seemingly benign situations are defined by them. Therefore, an individual’s values, the beliefs, and biases can be interpreted and understood by observing the individual’s actions.
New Model Release – Stakeholder Commitment Evaluation Model
/in Decision-Making/by StrategyDrivenStrategyDriven contributors are proud to announce the release of our fifth model: Stakeholder Commitment Evaluation. This model provides decision-makers with a tool to assess and re-assess the relative importance and contribution of each decision stakeholder as circumstances evolve.
Decision-Making Best Practice 3 – Broad Commitment
/in Decision-Making, Premium/by Nathan IvesAs stated before, effective decision-making provides the organization with a unified direction aimed at achieving a primary objective and possibly one or more secondary goals. Regardless of the decision’s complexity or its immediacy, the probability of realizing a desired outcome is directly related to the organization’s ability to execute the decision in a deliberate and focused manner. Broad organizational commitment to the decision and its execution is essential to achieving the unified action needed for a successful outcome.