Strategy Survival Guide

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Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Research & Analysis > Tasks Analysing knowledge The knowledge that has been gathered needs to be analysed to build an evidence base to support the forthcoming strategy and policy design work. Providing an objective, factual foundation is very important, and will help to ensure that all stakeholders have the same understanding of the issues at hand. Some flexibility may be needed to modify the original problem definition in the light of the analysed knowledge. Current Position It is important to generate an accurate and comprehensive picture of the current state of affairs. Using historical time-series data to show trends over time, it is also helpful to explain the drivers of change that have resulted in the need for the strategy project. Techniques such as modelling and market analysis can be used at this stage to understand the dynamics and economics of the system. Relative Position Making value judgements about the current position is made easier if it is placed in context. Using international comparisons and benchmarking can be a powerful way to learn lessons from other countries or policy areas and set expectations for what can be achieved. Possible Futures Finally, techniques such as forecasting, scenario development and counterfactual analysis should be used to build on an objective view of current reality and trends to generate insights into possible futures. Potential risks, shocks or uncertainties that may cause deviation from expected trends should also be identified. This will ensure that the team has the best possible chance of developing a strategy that will not only address current issues, but also remain effective into the future. Useful links: > modelling > market analysis > international comparisons > benchmarking > forecasting > scenario development > counterfactual analysis Strategy Survival Guide – Strategy Development Page 24
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Research & Analysis > Tasks Reviewing delivery capability The knowledge gathering and analysis process should also generate an understanding of the structure and dynamics of the delivery system, and the culture and resources of organisations within it. This will provide valuable context for the development of the new strategy by identifying the strengths that can be built upon, highlighting inefficient structures and processes that need to be re-visited, and gauging the overall capacity of the system to change. Considering delivery capability at this stage, rather than as a post-strategy implementation exercise, is essential if the new strategy is to be truly deliverable. System Structure & Dynamics The starting point for reviewing delivery capability is to understand the structure and dynamics of the system. This will involve understanding the role of each organisation in the delivery system and the nature of the relationships between them. It will be of particular interest to examine each organisation’s focus and priorities and explore the degree to which these are shared across the system. In addition, the sources and formulae for funding, the flows of information, and the arrangements for accountability and decision making all play a key role in determining the dynamics and performance of the system. Organisational Culture An understanding of organisational culture will highlight the context in which any change will have to take place. The underlying values and beliefs of a culture shape the more visible aspects of an organisation such as behaviours and systems, and will have an important influence on the capacity of an organisation to adopt the implications of the new strategy. Identifying key decision-makers and those who hold power is also important for gaining buy-in and ensuring successful delivery. Available Resources Consideration should also be given to the available resources and competencies of organisations in the delivery system. Identifying relevant areas of expertise will enable the new strategy to be shaped to capitalise on existing strengths. It is also helpful to identify any gaps in an organisation’s activities or competencies, and any existing resource or budget commitments, that may limit their ability to deliver the new strategy. This understanding of delivery capability provides a guide to the starting point and the context for future change. As the new strategy is developed it will help to identify the extent of change required for successful implementation, and provide an indication of how feasible this will be. Useful links: > organisational analysis Strategy Survival Guide – Strategy Development Page 25
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Page 6 and 7: Building an Evidence Base 113 Data
Page 8 and 9: A Framework for Strategic Direction
Page 10 and 11: These four components need to be co
Page 50 and 51: Recruiting a team In Practice: SU G
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Strategy Survival Guide Version 2.1
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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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Strengths • Quantitative forecast
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3. Bring drivers together into a vi
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Scenario development In Practice 1:
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Scenarios used in the Strategy Unit
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groups at random. In other words, t
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events. There are a number of diffe
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Multi-criteria analysis In Practice
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Cost-benefit & cost-effectiveness a
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For further material, see the Ratio
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Compelling vision for action - the
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Designing an implementation plan In
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Creating Public Value http://www.nu
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Driver trees 97 Econometric modelli
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management 17, 20, 27, 34, 45 outpu
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Strategy Unit, Admiralty Arch, The
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Strategy Survival Guide

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