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 > Policy & Delivery Design Phase Tasks Output Policy & Delivery Design • Developing policy options • Detailing policy options • Appraising policy options • Planning the roll out Final report & delivery plan > typical management issues in this phase > key questions to ask in this phase The final phase of the project is concerned with designing policies that will deliver the chosen strategic direction, and planning for their implementation. It will involve: • developing alternative policy options and identifying appropriate policy instruments • narrowing down the number of options under consideration by appraising them against a broad set of criteria • progressively detailing the remaining options • using the appraisal criteria to select the preferred option(s) • planning the roll out of the policies. It can be helpful to adopt a creative as well as a structured approach to generating policy options, which should consider the full range of ways in which government might intervene. As each option is developed, increasing consideration should be given to designing not only the policy itself, but also the system for delivering it. As in the last phase, involving stakeholders – particularly those responsible for implementation – in developing policy options and planning their roll out, is central to the success of this phase and indeed to the success of the entire project. The detail of the final policy proposal and the plan for its roll out should be documented in a final report and implementation plan. Agreement and commitment to this plan will mark the conclusion of the strategy development process. If due attention has been given to all key stakeholders, the outcome of this phase and of the entire project should be a shared recognition for the need for change, a common vision for the nature of change and clear ownership of the delivery of change. Skills relevant to this phase include: > appraising options > planning delivery > managing people and the project > managing stakeholders and communications Strategy Survival Guide – Strategy Development Page 36
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Policy & Delivery Design > Tasks Developing policy options Having set a strategic direction, policy design work is needed to determine how it can be achieved. The starting point is to identify alternative policy options and appropriate policy instruments for realising the vision and objectives. The full breadth of knowledge and evidence gathered in the Research & Analysis phase, including the organisational analysis, will be relevant and important inputs. Generating Options The generation of policy options is framed by the need to work both backward from the stated strategic objectives and forwards from the guiding principles. This will help to ensure that the options generated reflect the underlying values and principles driving the strategic direction as well as directly address the most pressing issues as prioritised by the strategic objectives. This provides the opportunity for maximum creative thinking. Using techniques such as Brainstorming, 4 R's and six thinking hats can help to stimulate lateral thinking and spark the generation of hypotheses about potential solutions. In addition to this creative approach it is helpful to establish a systematic process for generating policy options. A structured process for generating options helps overcome ‘blind spots’ and prevents the team converging too early by focusing on what they think they know at the expense of that which they are unaware they don’t know. Stakeholder Participation The participation of the public and key stakeholders in policy development should not be confined to a formal consultation exercise. There are many innovative ways of engaging them throughout the process that can lead to more informed, realistic and owned policies. Selecting Policy Instruments A fundamental part of developing policy options is the selection of policy instruments. In accordance with Better Regulation Taskforce Guidance, this involves recognising that regulation is only one of a wide range of options for government action, others include: • Providing information , education and advice • Encouraging voluntary agreements and self-regulation • Using economic instruments • Intervening directly by providing or commissioning a service. There are many alternative policy instruments within each category, each with their own characteristics, benefits and limitations. It is essential for strategists and policymakers alike to recognise the implications of instrument choice, not least for the level of inter-dependency created between government and third parties and the additional complexity this creates. Useful links: > encouraging creativity > creativity techniques > Code of Practice on Consultation > BRTF Guidance: Alternatives to Regulation > alternative policy instruments Strategy Survival Guide – Strategy Development Page 37
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development process include brainst
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Expectations can be shaped by a num
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The Five Forces Framework can be us
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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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Strategy Survival Guide

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