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 > Strategic Direction Setting > Management Issues Project Management The project management plan should be reviewed and revised in response to any changes in priorities, milestones, or meeting dates. Initial thought should also be given to the project end game. For example, how the final report will be produced and communicated. People Management Team roles, responsibilities and workstreams should continue to be monitored and progress assessed. It may be an appropriate time for informal mid-project appraisals and to seek feedback from the team. This is also the time to start thinking about whether any changes are required to the composition of the team. For example, to bring in more policy-oriented team members who can start working up policy options in order to achieve the strategic direction being identified. Involving representatives of delivery agencies will also help to ensure strategy is grounded in front line reality and help to secure buy-in. At this stage in the project it may be useful to have another team-building event, particularly if there are new team members coming on board. Stakeholder Management Continued active management of stakeholders will be required. In particular, it is important to unpack the meaning of ‘we’ when asking "where do we want to be?". Many initiatives fail because ‘we’ is assumed to be clear. However, different elements in government, the public sector and private sector will have different ideas. It is therefore fundamental to confirm that there is a clear and united ‘we’ at this stage. In particular, at this stage in the project it will be important to meet with stakeholders to discuss emerging strategic options. This will enable agreement to the proposed option to be secured, and also to test how radical the subsequent policy recommendations can be. It is important that the analysis is presented clearly and logically, with a compelling story. The storyboarding technique can be of assistance when preparing presentations. The stakeholder management plan should be revisited and revised according to any changes in stakeholder support or influence. Communications Management The communications plan should also be reviewed and revised in the light of any changes. Communications during the phase should be evaluated to identify any problems and lessons learned. Thought should also start to be given to how to communicate the project outputs at the end of the project. Useful links: > managing people and the project > managing stakeholders & communications Strategy Survival Guide – Strategy Development Page 34
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Strategic Direction Setting > Questions This phase will help to address questions such as: What should be the guiding principles underpinning strategy in this area? • What is the rationale for government intervention? • Which existing government principles are relevant to this area? • What relevant principles or values exist at the department level? • Is there a clear will amongst the public or politicians for how to approach the issues? What is the vision for the future? • What are the real problems and issues that need to be addressed? • What are the drivers and trends? • What are the potential alternative futures? • What is the cultural and political context? • What are the constraints or barriers to potential delivery options? • What are the views, concerns and perspectives of key sponsors and stakeholders? • How radical are ministers prepared to be? • How does the vision fit with strategy and vision in other areas? What aims and objectives could be set to realise the vision? • What needs to be achieved in the short, medium and long term to realise the desired future? • Where are the biggest opportunities to create public value? • What choices and trade-offs will need to be made? • What is the organisational and system capacity available? • What kind of support can be expected from those with authority and influence? What is the preferred strategic direction? • How suitable is each objective for addressing the key issues and creating public value? • How feasible is each objective given the available delivery resources and competencies? • How acceptable is each objective to key stakeholders? • How robust is each objective under possible future outcomes? Is the team working to maximum effectiveness? • Does the current division of work and responsibilities still make sense? • Is now the time for an informal mid-project appraisal for team members? • Should any changes be made to the composition of the team as policy work draws closer? • Is there a clear paper trail, and well organised documentation for future reference? Strategy Survival Guide – Strategy Development Page 35
Page 1: Strategy Strategy Survival Survival
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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
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• What channels do we know don’
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Strategy Survival Guide Version 2.1
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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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Strategy Survival Guide

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