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Strategic Analysis Best Practice 3 – Identify the Hidden Drivers (Continued)

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StrategyDriven Strategic Analysis Best PracticeSimply put, people tend to behave in the manner for which they receive reinforcement. There often exists both documented and undocumented performance drivers that exert unintended pressure on individuals to act in ways counter to achieving the organization’s mission goals. As a continuation of Strategic Analysis Best Practice 3 – Identify the Hidden Drivers, this article expounds on several common hidden performance drivers and how they may adversely impact mission achievement.

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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

The Advisor’s Corner – How Do You Sell a Major Change?

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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 alternative one?

StrategyDriven Response:

Decisions to make significant changes are not often made quickly. Rather, these decisions are made after receiving input from affected stakeholders and subjecting each available option to a thoughtful cost versus benefit evaluation. With this in mind, it is easy to understand why organizations often use business cases to facilitate the decision-making process.

Well constructed business cases often require significant personnel and financial resources to develop. Considering the complexity and significance of the circumstance presented, we believe your first step should be to gain authorization to expend the resources necessary to research and develop the business case for the proposed change in the leadership training program. Once developed, your well structured business case, clearly presenting the costs and benefits associated with each alternative, will help you secure the management decision you seek to revise the organization’s leadership and training program.

Final Thought…

We suggest your business case include not only the two options presented in the initial question but also any additional alternatives presented by the responsible manager or other members of the organization. Leveraging their knowledge and experience may help you identify other worthwhile alternatives that would otherwise not be considered.

The StrategyDriven website was created to provide members of our community with insights to the actions that help create the shared vision, focus, and commitment needed to improve organizational alignment and accountability for the achievement of superior results. We look forward to answering your strategic planning and tactical business execution questions. Please email your questions to [email protected].

Resource Projection Best Practice 3 – Controlling Assumption Changes

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StrategyDriven Resource Projection ArticleStandardized 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.

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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Decision-Making Best Practice 4 – Identify the Target

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StrategyDriven Decision Making Best PracticeDecision-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.

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Additional Information

The StrategyDriven model, Opportunity & Problem Statement Development model, illustrates the need for an appropriately qualified multidiscipline team when making complex decisions. The Opportunity & Problem Statement Development model can be accessed and downloaded by clicking on the links provided within this post and from the StrategyDriven Models webpage.

About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

New Model Release – Information Development Model

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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.