Strategy Survival Guide

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management 17, 20, 27, 34, 45 outputs 13, 19, 26, 33, 41 phases 13, 14, 22, 29, 36 plan 64 proposal & plan 19 sponsor 15 tasks 13 Public value 5 Qualitative analysis 154 Quantitative analysis 153 Questions to ask 7, 21, 28, 35, 43 Understanding the problem 15, 16, 31 Rationale for government intervention 15, 30, 178 Realness 58 Recruitment 46 Regulation, alternatives 37 Relationship, between strategy and policy 6 between strategy and delivery 7 Regulatory impact assessment 39 Research & Analysis 22 Resource analysis 25, 142 Reviewing organisational capacity 25 Risk 39, 70, 188 Sampling 119 Scenarios 24, 32, 39, 158 Scenario development 158 Scoping note 19 Setting milestones 68 Setting up the team 18 Signalling 58 Simulations 40 SMART tasks 188 Solution generation 8, 37 Stakeholders, 7, 9 engaging with 30, 47, 79, 82 engagement plan 82 identifying 77 managing 20, 27, 34, 42, 76 perspectives 7, 23, 31, 77 participation 37, 79 Steering group 72 Storyboarding 87 Strategic Capability Team 11, 12 Strategic Direction Setting 29 Strategic approach 5, 7 capability 9, 11 direction 6, 33 Strategy Survival Guide – Subject Index Page 204
framework 6, 13 perspective 9 solution generation 8 thinking 8 Strategy Development 7, 13 Strategy, definition 6 in government 5 process 13 Strategy Skills 7, 44 Strategy Unit 11 Structure, conduct, performance 136 Structuring the Thinking 90 Structuring the work 66 Success measures 40, 189 Suitability 9, 32, 39 Survey, 118 data types 119 designing 119 question types 120 presenting 121 types of 121 SWOT 101 Systems thinking 96 Team, building 18, 49 building events 50 communications 53 development 49 leader 47 meetings 52 recruiting 18, 46 size 46 skills 46 successful 49 working as a 18, 51 working appraisal 54 Triangulation 158 Vision 6, 7, 31 Values 7, 30 Strategy Survival Guide – Subject Index Page 205
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Strategy Strategy Survival Survival
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Strategy Survival Guide Version 2.1
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Building an Evidence Base 113 Data
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A Framework for Strategic Direction
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These four components need to be co
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Recruiting a team In Practice: SU G
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• Commitment to a common purpose
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Away-days A project away-day is ano
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WHY ...are you telling me this? SO
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Try to put into practice the princi
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Encouraging creativity In Practice:
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There are clear differences between
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Identifying key stakeholders and th
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Engaging with stakeholders Having i
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• What channels do we know don’
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Preparing the Story Once you have a
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development process include brainst
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Reinforcing Loops A + Balancing Loo
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Structuring the thinking - Systems
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Opportunities • Where are the goo
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Structuring the thinking - PESTLE I
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Revolution This is creativity at it
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For example, Sub-problem: My collea
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Structuring the thinking - Creativi
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in The Magenta Book) are rigorous m
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• Avoid asking the same question
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Expectations can be shaped by a num
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Collecting data - Surveys In Practi
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Collecting data - Interviews & focu
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Step One: Define the problem explic
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• Are the units correct? Step Sev
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Analysing data - Modelling In Pract
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The Five Forces Framework can be us
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References Structure, Conduct, Perf
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Symbols • What language and jargo
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• Put a contact name, telephone n
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Learning from others - Internationa
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4. Functional Benchmarking or Gener
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Page 158 and 159: Strengths • Quantitative forecast
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Page 164 and 165: Scenario development In Practice 1:
Page 166 and 167: Scenarios used in the Strategy Unit
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Page 172 and 173: events. There are a number of diffe
Page 174 and 175: Multi-criteria analysis In Practice
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Page 182 and 183: For further material, see the Ratio
Page 186 and 187: Compelling vision for action - the
Page 192 and 193: Designing an implementation plan In
Page 194 and 195: Creating Public Value http://www.nu
Page 196 and 197: National Statistics http://www.stat
Page 204 and 205: Driver trees 97 Econometric modelli
Page 208: Strategy Unit, Admiralty Arch, The
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Strategy Survival Guide

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