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 > Questions This phase will help to address questions such as: What data do we need to support the strategy development? • How should we structure the data gathering process? • How much data is readily available? • Will we need to commission any primary research to collect data? • What methods are most appropriate for collecting the data we need? • What is the right balance between qualitative and quantitative data? What analyses do we need to support the strategy development? • How should we structure the data analysis? • Which other policy areas or countries provide helpful comparisons? • What are the key trends influencing the current position? • What are the dynamics and economics of the system? • What is the likely state of the future? • What other analyses will be needed to answer the key questions? • How does the original problem definition need to change in the light of the analysis? What is the system and organisational context for the new strategy? • What is the role, focus and priorities of each of the organisations in the delivery system? • What are the funding, information sharing, decision making and accountability arrangements? • What are the underlying beliefs and core values of the culture of each organisation? • What impact will this culture have on the ability to deliver the new strategy? • What are the existing organisational resources and areas of expertise? • Are there any obvious gaps in capability that may act as delivery constraints? • Are there any existing commitments that may limit the resources available or the extent of change? What are the views of the sponsor and each of the key stakeholders? • What is the political context for the project? • What are their key concerns? • Do the buy-in to the emerging evidence base? How will we communicate the findings of this analytical phase? • Do we need to have a public consultation process? • Should the interim analytical report be published on the web? Strategy Survival Guide – Strategy Development Page 28
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Strategic Direction Setting Phase Task Output Strategic Direction Setting • Developing guiding principles • Articulating a vision • Defining strategic aims and objectives Preferred strategic direction Having established a comprehensive body of knowledge, attention can be focused on setting a strategic direction to guide policy and delivery design. This will typically involve: • developing a set of guiding principles that will provide the foundation for strategy and policy development • articulating a vision that describes the desired state of the future • defining a set of aims and objectives that will need to be achieved in order to bring it about. Work in this phase lays the foundation for developing a suitable, feasible and acceptable response to the problem at hand. It highlights the choices and trade-offs that will need to be made, and aims to ensure that government action is focused on a vision for meeting public needs; through organisations with ability to deliver; with the support of the political and wider stakeholder community. It is vital that the transition from setting strategic direction to planning for implementation should not be a discrete step but occur in an iterative fashion. Considering the likely resources required to meet each strategic objective in the light of the delivery constraints identified in the previous phase will help to ensure that only achievable strategic objectives are set. This phase should result in a consistent and coherent articulation of strategic direction that defines the objectives for policy development. > typical management issues in this phase > key questions to ask in this phase Skills relevant to this phase include: > structuring the thinking > appraising options > managing people and the project > managing stakeholders and communications Strategy Survival Guide – Strategy Development Page 29
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Page 6 and 7: Building an Evidence Base 113 Data
Page 8 and 9: A Framework for Strategic Direction
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Identifying key stakeholders and th
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Engaging with stakeholders Having i
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Strategy Survival Guide Version 2.1
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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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National Statistics http://www.stat
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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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