Strategy Survival Guide

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Symbols • What language and jargon is used? • How internal or accessible is it? • What aspects of strategy are highlighted in publicity? • What status symbols are there? • Are there particular symbols which denote the organisation? Organisational structure • How mechanistic/organic are the structures? • How flat/hierarchical are the structures? • How formal/informal are the structures? • Do structures encourage collaboration or competition? • What type of power structures do they support? Control Systems • What is most closely monitored/controlled? • Is emphasis on reward or punishment? • Are controls related to history or current strategies? • Are there many/few controls? Power Structures • What are the core beliefs of the leadership? • How strongly held are these beliefs? • How is power distributed in the organisation ? • Where are the main blockages to change? Overall • What is the dominant culture? • How easy is this to change? • Are there any linking threads through the separate elements of the web? (Source: Exploring Corporate Strategy-Gerry Johnson, Kevan Scholes) Strengths • Organisational analysis allows you to understand the ease or difficulty with which new strategies can be adopted. • Will help identify whether the organisation has the resources/competencies to deliver the new strategic direction, once identified. • Will identify key areas of relevant expertise/knowledge within the organisation. Policies can then be developed to capitalise on this expertise. • Feeds into change management and implementation planning • Comprehensive assessment of organisational culture. Weaknesses • Time consuming and often neglected during the knowledge gathering phase. • Assessment may not be objective if conducted by the managers of the organisation References Related Sections: comparison with other organisations - see Benchmarking Exploring Corporate Strategy, Gerry Johnson & Kevan Scholes, Prentice Hall, 1993. Strategy Survival Guide – Strategy Skills Page 144
Analysing data - Organisational analysis In Practice: A Local Authority A workshop was held for three departments of a local authority to explore the cultural barriers to introducing a new strategy that was focused on the needs of local users. Each department was represented by 4-5 managers. The managers were divided into groups and given a blank cultural web diagram and asked to fill it in. The cultural web produced by those from the Technical Services Departments, showed that: • There was a strong commitment to producing a high quality service but that this was due to a focus on professional standards rather than satisfy users of the service. • Departments tended to be silos headed by chief officers who worked closely with the elected members of the local government. • There was a hierarchical and mechanistic approach to management with a strong emphasis on structuring and budgeting • The service was reactive rather than proactive • There was a blame culture. If something went wrong blame someone else. Stories • Leadership style •Characters • How things used to be Rituals and Routines • Committees • Formal induction • Deference • Blame someone Control Systems •Budgetary •Service Plan •Complaints •Contract compliance Paradigm • Good service • Professional standing • Problem solvers Symbols • Reserved Parking • Back door for staff •Dress code Power and structures •Chief Officer •Triumvirate • Committees •Elected Members Organisational Structures •Functional • Hierarchical •Autocratic • Devolved branches The workshop concluded that the "culture was managing the strategy". It was therefore very difficult to develop a strategy that focused on local issues that crossed departments. The Group then identified barriers to change, these included: firefighting, departmental barons, the formality of management, stories of the good old days and the blame culture. The group then re-mapped the cultural web with behaviours that would be needed to support a new strategy. The team then compared the two cultural webs, identified the changes that would be required, assessed how difficult it would be to manage those changes and identified those changes that would have a high impact. Strategy Survival Guide – Strategy Skills Page 145
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Strategy Strategy Survival Survival
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Building an Evidence Base 113 Data
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A Framework for Strategic Direction
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development process include brainst
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Strategy Unit, Admiralty Arch, The
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Strategy Survival Guide

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