Roku-dan meta-framework
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Strategic
Thinking
Strategic
Analysis
(Differentiation,
value proposition)
(validation,
selection)
Domain knowledge
Intuition
Framing
Context switching
Sense making
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RBV
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TCE
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Porter
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M&A theory
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Game Theory
Diversification
Generic strategies
Network externalities
Operationalization
(Translate to
execute,
Align actions)
Communicate
Budgets
Pre-mortems
Process design
Strategic
Management &
Execution
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Deliberate
Emergent
Measurement
Adapting
Learning
The Four Components
• Strategic Thinking
• Strategic Analysis
• Operationalization
(Where the rubber hits the road)
• Execution & Management
Strategic Thinking
Defining the problem / opportunity
• Framing the problem
—What really matters, what doesn’t?
• Context switching
—What other problems have similar features?
• What do different frames / context imply
—Projecting out
• Translating (fitting) the new frame or context to the
situation at hand
Asking the right questions
• Questions should be
—Tractable
• “How can we double revenues”? is too big – break
down into smaller questions
—Actionable
• “Why is the competition gaining ground”? isn’t
• But these are:
– “What do customers want”? (market research)
– “What do we offer”?
– “What are they offering” (competitive intelligence)
Asking the right questions
• Look at Small as well as Large issues – Small
items compound
• Use many different perspectives – Team Diversity
• Focus on Day-to-Day – Where is the action
• Do not over simplify Interpretations – nothing is
that simple
• You do not have all the answers –Learn
• Having Specific Domain Knowledge – the devil is
in the detail
Framing
• Mental models (or ‘schemas’)
— We all use mental models to represent a complex world
— Models must include how things work (cause and effect)
— Must be challenged and updated with mew information or
changes
• How you Frame shapes the solution
— Activates different schemas
— Logic of appropriateness
— E.g. Opportunity (offense) or Threat (defense)
• Adopt multiple Frames – multiple perspectives
• Leaders must be careful not to impose personal frames
Intuition
• Look for Cues or Clues
—Focus on Higher Impact
• Pattern recognition & matching
• Pattern matching produces scripts to follow
• Strategic Imagination
—project into the future
Sensemaking
• Most things are not Linear
—Sensemaking is an iterative process
• Trial and small errors
—Sensemaking = understanding cause & effect
• Sensemaking relies on intuition
Strategic Thinking
• Gain insight…
Asking the Right
Questions
1.
Framing the
Information
Strategic
Strategic
Thinking
Thinking
(Differentiation,
value proposition)
Sense
Making
Intuition
and
Strategic
Imagination
Internal Insight
External Insight
Strategic Analysis
Financial
Financial
Metrics
Metrics
Customer
Metrics
Financial
Operating
Metrics
Metrics
Financial
Development
Metrics
Metrics
Internal Analysis
Customer
Analysis
Competitor
Analysis
Strategic
Analysis
(validation,
selection)
Market
Analysis
Environmental
Analysis
External Analysis
Miller / Okumoto, Inc.
Operationalizatin
• Creating Alignment
Financial
Strategic
Metrics
Themes
Priorities
Financial
Strategic
Metrics
Programs
Operationalization
(Translate to
execute,
Align actions)
Financial
Strategic
Metrics
Projects
Financial
Strategy
Metrics
Mapping
Internal Alignment
Miller / Okumoto, Inc.
Management & Execution
• Execute
• Measure
• Compare / assess
• Correct…
– Actions (SLL)
– Goals (DLL)
• Repeat
Strategic
Management &
Execution