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 > Tasks Planning the roll out Applying the appraisal criteria to a final short list of options should result in the selection of a preferred policy or set of policies. Once these have been fully detailed and agreed by key stakeholders, attention can be turned to planning for implementation. This will be focused around three key tasks: Defining Success Measures The foundation for planning the roll out is the definition of the indicators that will be used to measure success in moving towards the desired state of the future described in the vision. This provides the mechanisms for establishing clear accountability and responsibility for delivery. Developing an Implementation Plan The detail of how the new policy will be implemented should be documented and agreed by developing an implementation plan. This should be done in conjunction with all key stakeholders and especially those directly involved with delivery. By detailing all the actions that need to be taken and who will be responsible for each, the plan is a means of securing commitment and buy-in to deadlines, budgets and the overall conclusions of the project. The plan should also help to identify those who will be responsible for monitoring and evaluating the progress of the implementation. Implementation is more likely to be successful if formal structures are created for this purpose. The implementation plan should be checked by working backwards from final delivery dates to provide a sense check that it is really deliverable. Developing a Change Management Plan Implementing the new policies will inevitably require some degree of change to organisations, systems and processes. A pro-active approach to change management is essential if the benefits of the new policies are to be realised. Developing a change management plan is a way of defining and agreeing what change is required and how it will be brought about. Building on the organisational analysis conducted in the Research & Analysis phase, the plan should be grounded in a thorough understanding of the obstacles and constraints to change and lay out a realistic road map for achieving it. In situations where high levels of uncertainty surround the effectiveness, impact or implications of a new policy there is a strong argument for running pilot programmes ahead of a full-scale roll out. Simulations can also play a valuable role in helping to predict the likely response to a new policy. Where a number of options have been identified for how to implement a policy, controlled experiments offer the possibility of observing rather than pre-judging which is the best option. Useful links: > designing an implementation plan > change management > organisational analysis > The Role of Pilots in Policy Making Strategy Survival Guide – Strategy Development Page 40
Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Development > Policy & Delivery Design > Output Final report & delivery plan > template The final output from the project should be a report setting out the new strategic direction and detailed policy recommendations together with change management and implementation plans that clearly assign ownership and accountability for delivery. Drafting the Final Report Waiting until the very end of the project to start drafting the final report is generally not recommended. Writing it can take considerably longer than anticipated, and drafting as the project proceeds will ensure that key information is not missed, particularly if team members leave during the latter part of the project. Drafting an interim report at the end of the Research & Analysis phase will assist in this process. Production of the Final Report Planning for production of the final report should be done in good time and should feed into the project management plan. In particular, proof reading should be allocated sufficient time and resources. If the final report is to be produced professionally, the team should work closely with the printer to ensure their requirements are met. Consideration should be given to the number of reports are to be printed. The leadtime on the publication of an electronic report is naturally much shorter. Securing Collective Agreement The final report should be discussed with the client and key stakeholders to get formal sign-off. It may also be necessary to go through the formal process of securing collective agreement among departments. This can either be done through the relevant Cabinet Committee or through Ministerial correspondence and discussion. The relevant Cabinet Office secretariat can confirm whether the strategy requires collective agreement and identify which Cabinet Committee should be consulted. Sufficient time to secure collective agreement should be factored into the project plan. It may take longer than anticipated, at worst a number of months, particularly if ministers have other pressing priorities or don't like the outcome! Useful links: > preparing presentations > Collective Agreement Strategy Survival Guide – Strategy Development Page 41
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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
Page 52 and 53: • Commitment to a common purpose
Page 54 and 55: Away-days A project away-day is ano
Page 56 and 57: WHY ...are you telling me this? SO
Page 60 and 61: Try to put into practice the princi
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Page 64 and 65: There are clear differences between
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Strategy Survival Guide Version 2.1
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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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