Making Strategy Sage web site Six sets of PowerPoint slides Introduction to Making Strategy Strategy as the Prioritisation and Management of Key Issues Strategy as Purpose Agreeing Goals and Aspirations for the Organisation ID: 546530
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Slide1
Files mounted on the
Making
Strategy
Sage web
site
Six
sets of PowerPoint slides:
Introduction to Making Strategy
Strategy as the Prioritisation and Management of Key Issues
Strategy as Purpose: Agreeing Goals and Aspirations for the Organisation
Strategy as Competitive advantage
Closure
These slides are intended only as a supplement to the book and do not represent a complete picture of the theory, concepts, or practice that lie behind the approach to strategy. They provide some further examples and pick out some main themes.
They have been designed so that they can be modified and added to. However, the copyright of the material lies with the authors.
Four sets of PowerPoint slides
that list the tasks for each of the four forums. These are directly from the book and save retyping them if required.
A 2-page quick guide to the use of
Decision Explorer.
This guide provides the majority of the ‘hot-key’ instructions that used extensively during the Making Strategy process.
Videos introducing the use of
Decision Explorer
in the issue management forum. This provides a quick way of ‘getting the hang’ of using the software at a basic level.
Slide2
Group
Explorer
There is also available a Group Support System that allows participants to enter statements and links directly in to a publicly displayed Decision Explorer model. The system also allows for the rating of statements, and the indication of preferences about, for example, options to focus on, undesirable options, leverage on goals, etc.
The significant benefits of the system are higher productivity, anonymity when appropriate, the ability to monitor development consensus, and facilitator monitoring of levels of participation and type of participation. The system has been used extensively over the past 10 years by a number of Business Schools, managers, and consultants. It has been used with top management teams of MNC’s as well as with pressure groups.
The
system requires the purchase of the Group Explorer software
from
Ackermann&Eden
at Strathclyde Business School, a full copy of Decision Explorer, Windows Server, and 2 laptop computers (one running Windows Server and the other Windows 7
).
See:
Ackermann, F. and Eden, C. Negotiation in Strategy Making Teams Group Support Systems and the Process of Cognitive Change.
Group Decision and Negotiation
. 2011; 20(3)293-314
.
Andersen, D.; Richardson, G. P.; Ackermann, F., and Eden, C. Using a Group Support System to Add Value to Group Model Building.
System Dynamics Review
. 2010; 26(4)335-346.Slide3
Scripts for the Issue Management Forum
Chapter 4
Ackermann & Eden, Making Strategy: Mapping Out Strategic SuccessSlide4
Strategic Management
is about
agreeing
which strategic issues to
practically
focus
energy, cash, effort, emotionSlide5
Script for
The
manager-client needs to feel comfortableTasks:1) Craft the ‘starter question’ (focal point) to be addressed to start the forum: 15-20 minutes
2) Agree whether to focus on a specific time horizon and, if so, what the time horizon is to be: 10-15 minutes
3) Agree participant composition: 20-25 minutes
Deliverable: Starter Question and Participant ListScript Timing: Minimum 45 minutes, expected 60 minutes
Refer to p67Slide6
Script
for
Managers become aware of the bigger picture Tasks:1) Setup for the forum: 5 minutes
2) Introduce the issue management forum process and carry out the first phase of issue surfacing: 15-25 minutes
3) Review material and conduct another round of issue surfacing: 10-25 minutes
4) Develop and review thematic clusters: 15-20 minutes5) Consider issues from different stakeholder positions (optional): 10-20 minutes
Deliverable: A printout of issues surfaced and the emergent strategic themes
Script Timing: Minimum 55 minutes, expected 95 minutes
Refer to p70Slide7
Script for
Strategic
Issues are not independent, they impact on anotherTasks:
1) Explain the causal linking process to participants: 5 minutes
2) Carry out initial linking and capturing of argumentation: 20-30 minutes
Deliverable: A messy, partially structured issue map 3) Tidy the messy map: 10-15 minutes
Deliverable: A printout of the refined linked map of the issues
Script Timing: Minimum 35 minutes to expected 50 minutes
Refer to p81Slide8
Script
for
Strategic thinking demands understanding the character of the network of interacting and interconnected strategy arenas
Tasks:
1) Carry out analyses of the issue network and refine the map: 20-30 minutes
2) Agree priority strategies: 20-30 minutesDeliverable: A printout of the summary map of prioritiesScript Timing: Minimum 40 minutes, expected 60 minutes
Refer to p89